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Puerto Rico Draft Recovery Plan For Comment July 9 2018
Puerto Rico Draft Recovery Plan For Comment July 9 2018
Transformation An Economic
and Innovation and Disaster
in the Wake Recovery Plan
of Devastation for Puerto Rico
RIGHT | OVER
15,000 POLES
DELIVERED
TO RESTORE
ELECTRICY TO
THE ISLAND,
JANUARLY 2018
C ONTENTS
Executive Summary...................................................................................................iv
1 Introduction.........................................................................................................1
10 Plan in Action.......................................................................................................150
11 Conclusion............................................................................................................158
12 Detailed Actions.................................................................................................160
14 Acknowledgments ..........................................................................................385
15 Abbreviations......................................................................................................387
FOREWORD
From the Governor
The final draft of the Governor’s foreword is pending and will be
included in the final recovery plan.
Ricardo Rosselló
Nevares, Governor
I
n September of 2017, Puerto Rico suffered catastrophic
damage as Hurricane Irma passed just north of San Juan.
Hurricane Maria made a direct hit on the Island as a massive
category 4 hurricane two weeks later. The hurricanes’
devastating effects on people’s health and safety cannot be
overstated. Damage to critical infrastructure resulted in
cascading failures of lifeline systems of energy, transportation,
communications, and water supply and wastewater treatment.
With the events occurring at the end of a very active hurricane
season, federal resources for disaster response were stretched.
Moreover, aid from other states was not easily available due to
a lack of mutual compacts and geographical separation across
a vast ocean. Because the resources available for response
were inadequate for the scale of the disaster, the failure of the
lifeline systems meant that emergency services were severely
compromised and residents lacked electricity, food, and water for
a prolonged period. And with roads impassable, residents had
limited access to medical care. After the hurricanes, people lost
their jobs, schools were closed, government services and private
enterprise could no longer operate effectively, landslides caused
flooding hazards, and wastewater polluted marine environments.
Older adults, children, individuals with disabilities or chronic
illnesses, and women were all disproportionately affected by this
disaster.
Catastrophic hurricanes and the resulting disasters are not
unique to Puerto Rico. Coastal communities affected by
Hurricane Katrina in 2005 and Hurricane Sandy in 2012 also
suffered widespread damage, severe interruption of essential
services, and deep economic losses. However, Puerto Rico has
experienced a much longer period of post-disaster failure, and
economic growth. 2. Enhance Puerto Rico’s ability to withstand and recover from
future disasters through individual, business, and community
preparedness; redundant systems; continuity of operations;
and improved codes and standards.
3. Ensure rebuilding and restoration efforts promote sustainable
economic growth and social transformation, and contribute
to a more vibrant and competitive economy that can provide
VISION
To build a new Puerto Rico to meet the current and future needs of the people
GOALS
Enhance resilience
Strengthen critical infrastructure
Promote sustainable economic growth
Foster a society grounded in the needs of the people
OBJECTIVES
PRECURSORS CAPITAL INVESTMENTS STRATEGIC INITIATIVES
Actions that act as a foundation for other 9 foundational sets of actions to take 8 future-facing sets of actions that
investments today that invest in infrastructure, reflect the economy of tomorrow in
people, and the environment Puerto Rico
Build government capacity to
handle day-to-day business and Lifeline capital investments
recovery efforts Transform the energy system
Ocean economy
Make high-quality data available Modernize the
visitor economy
to support better decisionmaking telecommunications system Emergency services
Enhance local capacity to secure Rethink water systems
modernization and integration
and manage recovery funds
Rebuild and strengthen maritime, Agricultural modernization
Maximize the impact of available surface, and air transportation and processing
federal funding
Support planning at the local level Other investments Digital transformation
Increase the ease of doing Repair and rebuild resilient 21st century workforce
business residential housing
Entrepreneurship
Reduce barriers to formal work Transform the education system
Rebuild and enhance health and Advanced manufacturing
and incentivize workforce training
social service infrastructure
Repair, rebuild, and right-size the
public buildings inventory
Restore, plan for, and develop the
natural environment
ACTIONS
Roughly 270 specific ways to act on all of the above
Total costs
(in millions)
$124,600
CAPITAL INVESTMENT STRATEGIC
$118,200 INITIATIVES
$6,400
Upfront costs
(in millions)
$101,300
CAPITAL INVESTMENT STRATEGIC
$95,100 INITIATIVES
$6,200
Annual costs
(in millions)
$23,300
Annual costs reflect a total of annual costs across
CAPITAL INVESTMENT STRATEGIC
$23,100 INITIATIVES 11 years from 2018–2028.
$200
2017
FEBRUARY 9
Further Additional Supplemental Appropriations for
Disaster Relief Requirements Act (PL 115-123) signed
into law requiring economic and disaster recovery
plan be submitted within 180 days. Additional
funding, including $28B in CDBG-DR funding,
appropriated.
SEPTEMBER 10
Appropriations
for Disaster Relief 2018
President issues Requirements Act, 2017
a Major Disaster (PL 115-56) signed into
Declaration for PR law. Law includes $1.5B
(FEMA-4336-DR). in CDBG-DR funding MARCH 19
appropriations for PR. 180-day damage status report
presented by Government of
Puerto Rico in the New Fiscal
Plan for Puerto Rico:
SEPTEMBER 18 ● 99% of electricity generation
President approves restored
PR emergency ● 99% of telecommunications
declaration. restored
SEPTEMBER 20 MARCH 20
Hurricane Maria Government ● 99% of PRASA customers
makes landfall on PR. of Puerto Rico have water
President signs Major SEPTEMBER 21
establishes
Disaster Declaration FOMB approves ● 100% of hospitals operating.
priorities for
(DR-4339) under reallocation of up
the selection
Stafford Act. to $1B of Territory
of mitigation
Budget funding
projects to
for emergency APRIL 10
receive $3B in
response. HUD announces allocation of
HMGP funding.
$18.4B in CDBG-DR funds for
Puerto Rico, including: $10.1B
for recovery and $8.3B for
APRIL 19 mitigation.
SEPTEMBER 28
President waives FOMB releases
SEPTEMBER 23 and certifies the
Jones Act for 10 MAY 3
FEMA’s critical New Fiscal Plan
days. FEMA extends
response teams for Puerto Rico:
arrive in PR. Transitional
Restoring Growth and Sheltering Assistance
Prosperity. program to June 30.
OCTOBER 23
Executive Order 2017- JUNE 6
065 authorized the creation U.S. Small Business
of the Central Recovery and Administration has JUNE 14
Reconstruction Office as a approved 45,086 Action Plan
division of the P3 Authority, loans, totaling nearly for $1.5B
to centralize control and $1.60B. CDBG-DR
oversight of the recovery and NOVEMBER 13 funds due to
reconstruction of Puerto Rico Government HUD.
of Puerto Rico
OCTOBER 26 submits Build Back
Additional Supplemental Better Puerto Rico:
Appropriations for Disaster Request for Federal
Relief Requirements Act (PL Assistance for
115-72) signed. Disaster Recovery.
DECEMBER 6
The Puerto Rico P3 Authority
Board formalizes the creation
of the Central Recovery and
Reconstruction Office (original
CRRO; now COR3).
PRELIMINARY
DRAFT—JULY 8, 2018 | 1 | PRELIMINARY DRAFT—JULY 9, 2018
X
1
INTRODUCTION
L
ate in the night on September 6, 2017, the southern
eyewall of Hurricane Irma passed just north of San Juan.
Less than two weeks later, Hurricane Maria made a direct
hit as a Category 4 storm. The combined effects of the
two hurricanes were widespread and catastrophic, causing many
deaths, a complete failure of the power system, extensive housing
and infrastructure damage, and leading to a months-long
interruption of essential services to the people of Puerto Rico.
The hurricane’s devastating effects on people’s health and safety
cannot be overstated.
Compounding the situation caused by the hurricanes, Puerto
Rico has been facing an economic crisis spanning more than a
decade, coupled with structural demographic, health, social, and
infrastructure stresses (including significant migration of people
away from the Island) and limited government transparency.
Together, these factors combined to exacerbate the impact of the
hurricanes and led to a broader, long-term disaster. The scope
of these many challenges also constrains near-term recovery
options and will necessitate transformative changes and
investments for years to come.
As Puerto Rico looks to the future, the recovery effort is an
opportunity to not just rebuild—or even build back better—but
to use recovery investments to help transform the Island by
implementing solutions that
are cost-effective and forward-looking
harness innovative thinking and best practices from around
the world
contribute to greater economic development, revitalization,
and growth (in alignment with broader Government of
Puerto Rico efforts to achieve fiscal and economic stability)
as well as enhanced human capital.
“
The recovery from hurricanes Maria and Irma is an opportunity
to address the needs of the people of Puerto Rico, not only in the
immediate term, but also in the mid- and long-terms, making
“[The hurricanes Puerto Rico a stronger, better, 21st-century society.
have] changed my To this end, Puerto Rico’s recovery plan sets out a path to help
community because guide recovery investments toward this broader transformational
it brought unity vision by
within the people ... • defining what recovery means for Puerto Rico
Everything in life has • establishing principles for how the Government of Puerto
a purpose. And this Rico, nongovernmental, private, and nonprofit agencies
purpose was to unite should work together towards recovery
us as a community as • describing the phases the recovery will progress through
one.” • identifying the most pressing recovery issues and the
— Focus Group Participant priority actions, as well as potential partners and resources
from Cayey Municipality to address each issue
(Author translation)
• committing to measuring and reporting on the progress of
the recovery.
Society Economy
Ground the new Puerto Rico in the Ensure rebuilding and restoration
needs of its people by promoting a efforts promote sustainable eco-
society that is nomic growth and social transfor-
mation, and contribute to
1. educated
1. a more vibrant and competitive
2. healthy
economy that can provide oppor-
3. sustainable. tunities for job growth
2. personal advancement that pro-
duces benefits for Puerto Rico’s
residents for generations to
come.
VISION
Resilience Infrastructure
Given the devastation caused by the hurricanes, response operations have required an enormous
lift from all stakeholders. In this unprecedented situation, the implementation of the NDRF has been
further challenged by the prolonged and complex recession and debt crisis facing Puerto Rico.
In response to both near- and long-term needs, Congress passed the “Bipartisan Budget Act of 2018”
on February 9, 2018 (Public Law No. 115-123). This legislation requires the Governor of Puerto Rico,
with support and contributions from the Secretary of the Treasury, the Secretary of Energy, and oth-
er federal agencies having responsibilities defined under the National Disaster Recovery Framework,
to produce within 180 days an economic and disaster recovery plan that defines the priorities, goals,
and outcomes of the recovery effort. Congress specified that the plan include the following sectors:
housing; economic issues; health and social services; natural and cultural resources; governance
and civic institutions; electric power systems and grid restoration; environmental issues; and other
infrastructure systems. In addition, the legislation calls for the plan to be based on an assessment of
the damage.
Congress also required that Puerto Rico’s recovery plan be developed in coordination with and cer-
tified by the Financial Oversight and Management Board (FOMB) established under the Puerto Rico
Oversight, Management, and Economic Stability Act (PROMESA); federal agencies; and key partners
from private and nongovernmental entities.
Although Congress called for a recovery plan focused on the 12-month and 24-month horizons,
many of the challenges facing Puerto Rico are complicated, and efforts to build back better with
built-in resilience require a long-term approach. Therefore, this plan includes actions that must be
pursued into the future to meet the promise of this transformative moment, as well as those that
must be undertaken in the next 12 to 24 months. In addition to restoration of critical infrastructure
there are a number of actions needed to build a strong foundation of support for the priorities in this
plan and so should be prioritized in the short-term. These include improving emergency prepared-
ness, increasing the ease of doing business in Puerto Rico, strengthening government capacity in
day-to-day service provision as well as during disasters, making available high-quality data to guide
decisionmaking and support transparent governance, and promoting formal work and workforce
training.
Federal Agencies Coordinating Disaster Recovery Under the National Disaster Recovery Framework
Under the Recovery Framework, Recovery Support Functions (RSFs) bring together the knowledge,
skills, and resources of federal departments, agencies, and other organizations to focus on the re-
covery. The RSFs are organized into the following six functional components, each coordinated by a
federal agency (shown in parentheses):
• Community Planning and Capacity Building (DHS/FEMA)
• Economic Recovery (U.S. Department of Commerce)
• Health and Social Services (U.S. Department of Health and Human Services)
• Housing (U.S. Department of Housing and Urban Development)
• Infrastructure Systems (U.S. Army Corps of Engineers)
• Natural and Cultural Resources (U.S. Department of the Interior)
Guiding Principles
Innovation, transparency, accessibility, transformation, and
sustainability are the principles that will shape the Government
of Puerto Rico’s investment decisions and inform the planning
and implementation of the goals outlined in this plan. Good
governance will be necessary to ensure these principles are
actively integrated into decisionmaking structures.
Transformation: The Government of Puerto Rico’s vision for
economic and disaster recovery is transformative—in that its
goal is to build back hurricane-damaged systems in a way that
is driven by and for the greater, longer-terms needs of the people
of Puerto Rico. By necessity, the recovery effort must be flexible
and responsive enough to endure over time. But the Government
of Puerto Rico has also developed this plan with an eye toward
ensuring that, to the greatest extent possible, investments in
recovery from hurricanes Irma and Maria also align to tackle the
longer-term challenges facing the Island. This means applying
a mindset, processes, and human resources that allow for a
thorough and ongoing calibration of recovery investments, in
weighing the short- and long-term benefits of particular choices
and their interdependencies, as well as how each addresses the
long-standing economic, infrastructure, and societal challenges
that Puerto Rico faced even before the diaster brought about by
the hurricanes.
Sustainability: Recovery investments must be evaluated to
ensure that returns—both capital and strategic—can be sustained
over the longer term. Puerto Rico may experience a growth in
economic activity spurred by recovery investments to repair
or rebuild damaged infrastructure. The Government of Puerto
Rico will develop and deploy recovery investments in a way that
ensures that capital improvements can be sustained in the long
term, and also that related economic and societal improvements
are not fleeting. This means, as just one example, not building
infrastructure without a way to maintain it, including sustaining
the human and economic benefits brought about by immediate
capital investments.
Innovation: There should be a place for innovation in recovery
efforts-whether it is in how investments are identified, crafted,
or implemented. Innovation means turning ideas into solutions
that improve Puerto Rico’s capabilities by leveraging emerging
technologies and methods and integrating those with expert
advice. Innovative solutions are problem-oriented, usable,
FEMA
A Roadmap to Long-term
Recovery
The scale of effort needed for successful
recovery in Puerto Rico requires an
unprecedented mobilization of diverse
resources. Determining the necessary sequence
of actions in such a complicated undertaking
hinges on the immediacy of needs at the Island
level.
The most immediate needs are to ensure
that people are safe and have access to the
services and resources they need to start
rebuilding a relatively normal life. With the
2018 hurricane season under way as this plan
is being finalized, there is also a critical and
immediate need to prepare infrastructure
and people to weather another emergency. In
addition, coordinating multiple efforts across
diverse sectors and a complex topography
Eduardo Martinez/FEMA
requires efficient and clear communication and
sharing of information. Government agencies,
businesses, and individuals need to know With the 2018 hurricane
who owns or is responsible for rebuilding
infrastructure, assets, and services. Therefore, season under way as this
in the short-term (1–2 years), this recovery plan plan is being finalized,
is focused on
there is also a critical and
1. Reestablishing lifeline systems to
provide reliable energy, transportation,
immediate need to prepare
communications, and water infrastructure and people to
2. Improving emergency preparedness weather another emergency.
infrastructure and developing a resilience-
oriented workforce
3. Clarifying ownership and responsibility for
various infrastructure, assets, and services.
As a part of the longer-term recovery (3–10
years), Puerto Rico looks to build sustainable
social and economic growth. This growth
will need diverse efforts at multiple levels
to strengthen individuals and communities,
businesses, and governance. The migration
of people from the Island can be stemmed
the Island can 1. Stem the migration away from the Island and encourage
economic growth by lowering the costs of doing business,
be stemmed incentivizing formal labor force participation, broadening the
by making tax base, and increasing fiscal discipline
VISION
To build a new Puerto Rico to meet the current and future needs of the people
GOALS
Enhance resilience
Strengthen critical infrastructure
Promote sustainable economic growth
Foster a society grounded in the needs of the people
OBJECTIVES
PRECURSORS CAPITAL INVESTMENTS STRATEGIC INITIATIVES
Actions that act as a foundation for other 9 foundational sets of actions to take 8 future-facing sets of actions that
investments today that invest in infrastructure, reflect the economy of tomorrow in
people, and the environment Puerto Rico
Build government capacity to
handle day-to-day business and Lifeline capital investments
recovery efforts Transform the energy system
Ocean economy
Make high-quality data available Modernize the visitor economy
to support better decisionmaking telecommunications system Emergency services
Enhance local capacity to secure Rethink water systems
modernization and integration
and manage recovery funds
Rebuild and strengthen maritime, Agricultural modernization
Maximize the impact of available surface, and air transportation and processing
federal funding
Support planning at the local level Other investments Digital transformation
Increase the ease of doing Repair and rebuild resilient 21st century workforce
business residential housing
Transform the education system Entrepreneurship
Reduce barriers to formal work
Rebuild and enhance health and Advanced manufacturing
and incentivize workforce training
social service infrastructure
Repair, rebuild, and right-size the
public buildings inventory
Restore, plan for, and develop the
natural environment
ACTIONS
Roughly 270 specific ways to act on all of the above
Total costs
(in millions)
$124,600
CAPITAL INVESTMENT STRATEGIC
$118,200 INITIATIVES
$6,400
Upfront costs
(in millions)
$101,300
CAPITAL INVESTMENT STRATEGIC
$95,100 INITIATIVES
$6,200
San Juan
Florida
Cuba
Haiti
PUERTO RICO:
AN ISLAND
UNDERGOING
TRANSFORMATION
P
uerto Rico holds a unique position. Among its Caribbean
neighbors, it stands alone in its special relationship with
the United States. But Puerto Rico also stands apart from
the continental United States, with a distinct geography,
history, culture, and demographic profile. At times, these
distinctions have benefitted Puerto Rico; at other times, they have
led to, or exacerbated, vulnerabilities.
(including, but not limited to, liquified natural gas [LNG], food,
and other commodities). Although the exact magnitude of the
effect is unknown due to data limitations, it is likely that the
prices of imports in Puerto Rico, and of the goods and services
produced from these imports, may be artificially inflated, which
reduces the welfare of both producers and consumers.
In the energy market, for example, available data suggest that
what appears to be short-term contracted delivery prices for LNG
in Puerto Rico are greater than export plus estimated shipping
and other costs from continental U.S., although a significant
portion of imported LNG in 2017 was contracted at a price
below contemporary short-term contracted prices. In addition,
the Dominican Republic, which is not subject to the Jones Act,
has imported LNG from the continental U.S. while most Puerto
Rican imports are from Trinidad and Tobago, despite the fact
that the source of Dominican imports (Sabine Pass, Louisiana)
is approximately 1,000 nautical miles farther from the country
than Trinidad and Tobago, implying higher shipping costs. While
Puerto Rico currently imports mostly petroleum oil for its fuel, it
is likely that reliance on similar (nonrenewable, imported, fossil
fuel, etc.) inputs will result in continually increasing energy
costs, which would have ripple effects across virtually every
sector in Puerto Rico, contributing to comparatively high costs of
living and of doing business there.
Images/Current/ARA_Hurricane_Maria_Wind_Maps_v13.pdf)
Source: ARA (http://maps.redcross.org/website/DROMaps/
Alvin Baez/Reuters
PUERTO RICO’S
CHALLENGE
I
n the early afternoon of September 6, the main island of
Puerto Rico began experiencing Hurricane Irma’s sustained
tropical storm–force winds. Although Irma’s southern eyewall
passed just north of Puerto Rico, the Island experienced 10
to 15 inches of rainfall, concentrated in the mountains, between
September 5 and 7. Rain, combined with tropical storm–force
winds, caused minor damage to structures and trees and
widespread power outages. Puerto Rico experienced a near
total loss of electricity and water for several days. The island of
Culebra suffered the most devastating impacts of Irma: Many
homes were destroyed or suffered major damage, trees were Puerto Rico was enveloped by
uprooted, and nearly all power and water were lost. After the Hurricane Maria.
hurricane, the President issued a Major Disaster Declaration
for the Commonwealth (FEMA-4336-DR), dated September 10,
2017. FEMA designated nine of Puerto Rico’s 78 municipalities
as eligible for Individual Assistance, which provides relief for
immediate needs and housing restoration.
Less than a week after Irma, Hurricane Maria began forming
in the tropical Atlantic Ocean. On September 20 at 6:15 AM
AST, the Category 4 hurricane made landfall on the main island
of Puerto Rico with peak wind speeds of up to 155 mph. The
center of the hurricane moved west-northwest from southeastern
Puerto Rico, over the center of the main island. Extreme winds
battered all of the main island of Puerto Rico and the island of
Vieques, as well as Saint Croix in the U.S. Virgin Islands (see the
figure on page 22). Most of the main island of Puerto Rico and
Culebra experienced extreme flooding. In the early afternoon,
the hurricane moved offshore, though tropical storm-force winds
continued into the late night hours. Hurricane Maria was the
most intense hurricane at landfall in Puerto Rico since the 1928
NASA
“
of rain or more from September 19 through
September 21, 2017. The concentrated rain from
the two hurricanes led to more than 41,000
“Puerto Rico has a hurricane landslides across a significant portion of Puerto
Rico—and at least one landslide per square
season! Emergency plans exist and
kilometer in most of the mountainous areas.
have been tested many times in Hurricane Maria’s extreme wind damaged
the past, including Irma just the most of the Island’s weather stations and
week before. For the most part, stream gauges, but those that were working
they successfully passed those logged wind speeds of 137 mph on the islands
of Culebra and Vieques to the east of the main
tests. The difference is that existing island of Puerto Rico. Mountainous terrain
plans underestimated the level of likely contributed to the higher wind speeds
devastation that Maria created.” and the widespread flooding of streams and
rivers. In response, a second Major Disaster
— A senior-level FEMA official
Declaration (DR-4339-PR) was issued on
September 20, and FEMA extended eligibility
for both Public Assistance and Individual
Assistance to all 78 municipalities.
Infrastructure
DAMAGE OVERVIEW REPAIRS NEEDS
ENERGY 100% of customers lost power, causing 73% of transmission lines Power outages remain inter-
other systems to fail (e.g., water, wastewa- re-energized (as of 3/18/18) mittent
ter treatment plants)
87% of gas stations reopened Significant work remains on
Over 25% of transmission line towers and (as of 3/21/18) transmission and distribution
poles were damaged systems
21% of the 1,110 gas stations were closed
WATER 100% of PRASA customers lacked drink- As of 2/28/18: $2.51B in initial estimates of
ing water hurricane damages and $16.45B
100% of water and wastewa-
in legacy pipe replacement
Out of service: ter treatment plants in PRA-
40 water treatment plants of 114 SA’s principal service regions $215.8 M of stormwater system
operational damages in 51 of Puerto Rico’s
800 water pumping stations
municipalities
Drinking water restored in
22 wastewater treatment plants of 51
46 non-PRASA communities
222 sanitary pumping stations of 714 with solar-powered water
Untreated wastewater spills in San Juan pumps
(13.7B gallons) and Manatí, Mayaguez and Multi-agency efforts under-
Ponce (0.78M-1.19M gallons) way to stabilize Guajataca
Damage to storage tanks at 65 non-PRA- Dam
SA sites
COMMU- 95% of cellular sites were out of service 60% of communications infra- 4.3% of cell sites out of service
structure was fully reliant on overall, but up to 25% of sites in
NICATIONS 91% of private telecom infrastructure was
generators (as of January 2018) some municipalities (as of 03/21/18)
and IT damaged
Information is limited about the
80% of above ground fiber and 85–90% of
extent of repairs and continued
“last-mile fiber” was destroyed
reliance on generators
1 submarine cable supported off-island
Off-island communications are
communications for about 40 days after
restored for Puerto Rico but remain
the primary cable landing station for many
vulnerable in a future storm. Culebra
major telecom carriers flooded
and Vieques are relying on micro-
wave systems until their submarine
networks are operational.
$1.5B in total damage to private
telecom infrastructure
TRANSPOR- Just 400 miles of road were passable (out Tren Urbano is operational Estimates for repairs
of 16,700 miles) Ferry service is operational l Public roads and bridges: (emer-
TATION gency and permanent): $647M
100% of Tren Urbano service was sus- All airports are operational
pended l Tren Urbano: $106M
Seaports are operational, and
l Other municipal transit systems:
Bus service in San Juan was nonexistent cruise ship traffic rebounded
$36M
for two weeks. (since early 2018)
l Ports in San Juan, Penuelas,
Air travel suspended for 2 days, then 10 Guánica and Fajardo: $906M
flights per day for a week
l Ferries: $38.3M
Major ports and all ferry terminals and l San Juan bus system: $8.3M
vessels were damaged l PR-22 and PR-5: $14.5M
l Airport: $237M
PUBLIC 586 public buildings of 778 owned by A hindrance to repairs is 8,500 appli-
PRIDCO reported damage the lack of a comprehensive cations from
BUILDINGS inventory of public buildings 43 applicants
Over 90% of 735 buildings owned by PBA
and little clarity as to which seek about
applied for assistance with debris remov-
entities are responsible for $300M in pub-
al and emergency protective measures,
them. lic assistance
and 65% were damaged
for repairs (as
of 5/3/18)
Economic
Hurricane damage After the hurricanes
Coupled with the destruction of various capital stocks, the short-
term impact to economic activity was severe. Although data are lim-
ited at the time of this writing, the following are estimated impacts
from post-storm data (September-December 2017) for the economy,
business, and employment.
Short-run decline in the Econom-
ic Activity Index (correlated with
Economic Activity Index GNP) of approximately 12 percent
over the three months following
the hurricanes relative to an esti-
130
mated no-hurricane world.
2016
125
120
2017 Short-run
115 decline
of 12%
110
105
100
95
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Business and employment losses are based on projections (using pre-storm data) of what
conditions would have been like without the storm. Agricultural losses were estimated and
reported by the Puerto Rico Department of Agriculture.
BUSINESS LOSSES FROM THE HURRICANE Many sectors (e.g. tourism and
trade) lag pre-hurricane levels
Agricultural production: $227 million
despite uptick in traveler counts
Agricultural infrastructure: $1.8 billion and value of exports
Tourism: $547 million in direct revenue*
Trade: Large impacts on exports; imports
reflect the response and recovery effort*
EMPLOYMENT Average private payroll employment in the 3 months Employment (and wages) lag
after the hurricanes: -4.35% pre-hurricane levels
Average manufacturing payroll employment in the 3
months after the hurricanes: -1.27%
The overall workforce decreased in both the number
of people employed and the number of people in the
labor force
The hurricanes accelerated outmigration as many
islanders left for the U.S. mainland
Society
Hurricane damage After the hurricanes
FATALITIES According to initial reports, 64 lives were lost. Estimates from other studies range from about
800 to 8,500 deaths from delayed or interrupt-
That estimate was later revised to 1,427.
ed health care.
HOUSING 527,000 homeowners who registered with FEMA indicated Total damage to all dwellings: $33.9B
they had property damage Disbursements (as
197,000 renters indicated damage to personal property of 5/14/18):
(e.g., cars, TVs, clothing) FEMA: $517M in
structure repair for
Number of Individual Assistance registrants with damage to owner-occupied
structures or personal property homes
1–4,999 FEMA: $402M for
5,000–9,999 personal property
10,000–19,999 SBA home loans:
20,000+ $1.2B
Homeowners insurance: $358M
A lack of accurate ownership records meant
that many homeowners were not eligible for
Most properties were not insured federal assistance
EDUCATION 38–44 schools closed permanently by An estimated 1,075 of 1,112 K-12 schools had re-
structural damage opened by December 2017
HEALTH 5 of 16 outpatient clinics administered by the Puerto Rico 11% of federally qualified health centers have
Department of Health were damaged limited or no grid power
20 of 92 federally qualified health centers were damaged l 3 health centers have intermittent power and
use generators for backup
l 5 lack power and rely solely on generators
Resilience
Hurricane damage After the hurricanes
FIRST Stations with ability to relay 911 calls: Almost 90% of municipalities in a survey had
12 of 78 police stations, disaster preparedness plans, but just 37% said
RESPONDERS 0 of 93 fire stations, the plans worked adequately after the storms
14 of 56 EMS stations
One-quarter of police stations were classified
Damage to state-level communications systems (e.g., as “restricted use” or “unsafe” after the storms
two-way radios) used in emergencies left many agencies
All 99 fire stations submitted public assistance
and municipalities without critical communications
applications for building repairs
Municipalities reported that damage hurt key industries
Significant numbers of municipal personnel
(e.g., agriculture, tourism, retail), and that cost for first
moved away
responders was substantial
“
in their communities because roads were
impassable; having no access to medical care or
pharmacies; and elderly people getting injured
as they rode out the hurricanes alone. In the “The best agent of change is all of us. We
hurricanes’ wake, people reported losing their
have created a directory of resources
jobs because they had no gasoline to get to
work, struggling to pay for necessities as prices because within the community we have
spiked, and worrying about the disruption to carpenters, builders, plumbers, etc. We
their children’s education. have people with equipment who can
Most poignant were the stories residents told help clear the roads. There’s a bank of
about the psychological toll—the deaths of loved resources and that’s the most valuable
ones, the separation from family members, currency we can have, the people. Really,
and the financial stress. At one focus group
in Las Marias, residents related how they saw
we’re the ones who will see Puerto Rico
community members die after being trapped through. Whatever comes from the outside
in their cars for days. One mayor said three is just mere aid, but we’re the ones who
dialysis patients died in his town because they will make Puerto Rico rise above.”
could not access treatment.
—Focus group participant from Loiza
Many residents expressed their frustration (author translation)
with the emergency response and the lingering
“
effects on essential services like power and
water.
Mayors spoke of the difficulty of helping their
residents while being cut off from outside “The next day, when we were able to
help. They noted that satellite phones that come out, the entire community (helped).
were provided as a contingency measure
Whoever couldn’t help clear debris and
did not work, and that many agencies and
services were unresponsive or inaccessible. take it out of the road was the one making
Communities in close proximity dealt with the breakfast or a pot of soup. The community
isolation by sharing the resources they had gave 100 percent.”
available, and working together to identify
—Focus group participant from Narajito
(author translation)
Luis Muñoz
Marin Airport
San Pablo
Hospital
“
emergency generators. While there was major
damage to some wind and solar generation
facilities, these make up a very small
percentage of Puerto Rico’s overall generation “As the days went by it descended
capacity. into chaos. You needed money …
The lack of power disrupted other systems. because it was all cash. The ATMs
With much of Puerto Rico’s power grid offline, weren’t working, the phones were
wastewater treatment plants were out of cut off.”
service. Some sewage plants were upstream
from the drinking water supply, so their failure — Focus group participant from Loiza
contaminated potable water. Water-damaged (author translation)
structures were exposed to other potential
environmental hazards such as mold, an
increase in rodents and pests, and chemicals
and waste.
Since the hurricanes, there have been concerted
efforts to get water treatment plants, hospitals,
and other critical infrastructure off emergency
“
safety cannot be overstated. More than 80 percent of Puerto
Ricans rely solely on mobile devices for telecommunications,
but mobile communications broke down as the hurricanes took
out antennas, fiber-optic cables, and the electric grid. Without “We were faced with the
service, people were unable to call for help, search for emergency problem of not being able to
information, and apply online for FEMA relief. Further, the acquire gasoline, a generator,
lack of power meant that many communications devices could
not be recharged. As a result, basic resources became scarce,
or medical services. All of that
communities were isolated, and people with special health needs was affected. We had no direct
were not able to access proper care. access to medical care, not even
Damage to buildings and to electrical, water, and pharmacies.”
communications infrastructure forced the closure of hospitals, — Focus group participant from Rio
clinics, public health laboratories, food assistance offices Grande
(Nutrition Assistance Program and the Special Supplemental (author translation)
Nutrition Program for Women, Infants and Children or WIC),
elder-care facilities, and other social service agencies. However,
Six months after some of Puerto Rico’s federally qualified health centers stayed
open when the hurricanes made landfall, and most opened
the hurricanes, immediately afterwards. In some municipalities, these clinics
approximately were the only places where emergency and acute health care
services were provided around the clock.
one in 10 of the
Even at facilities that remained open, services were compromised
permanent health by intermittent access to power and water, lack of access to
center sites on electronic records, and the inability of some staff to come to work.
Water damage to paper records affected services and operations
the Island had at the central offices of the Department of Family and in many
limited or no grid elder-care facilities. In some schools, instruction was interrupted
power. by the need to use the buildings as shelters.
Six months after the hurricanes, approximately one in 10 of the
permanent health center sites on the Island had limited or no grid
power. Three health centers had intermittent grid power and rely
on generators as a backup source of power; five were without use
of grid power and rely solely on generators, and another health
center was using solar power. Many Head Start centers and
schools were undergoing repairs and remain closed. Infectious
diseases such as influenza have been controlled to within
comparable rates in the continental U.S., although concerns about
water quality persist.
Longer-term needs
Economic contraction that precipitated population loss
and inhibits recovery must be addressed
According to a recent briefing to the Financial Oversight and
Management Board for Puerto Rico, about one million Puerto
Ricans left the Island between 2000 and 2015. From 2006
to 2016, Puerto Rico lost 525,769 net migrants—equivalent
to 14 percent of its total population—since the fiscal crisis
started. Outmigration began in a few southern municipalities
and the capital, San Juan, prior to Hurricanes Irma and Maria.
Since the hurricanes, however, outmigration has spanned all
municipalities. Furthermore, it is estimated that destruction from
Hurricanes Irma and Maria will lead to as much outmigration
from the Island in two years as seen in the previous decade under
a notable fiscal crisis.
Based on this analysis, policies related to the following broad
areas should be considered in order to encourage growth:
• Increase the attractiveness of doing business in Puerto Rico by
lowering the costs of doing business, including both financial
and non-financial costs, and stemming the flow of outmigration
• Increase the formal labor force participation rate by reducing
or removing disincentives for formal work
• Broaden the tax base and increase the fiscal and economic
resilience of Puerto Rico through a flattening of the tax
structure and lower dependence on particular tax exemptions
• Increase fiscal discipline to ensure a sustainable and right-
sized public sector.
Puerto Rico’s population was already declining; the hurricanes made future losses harder
to project
4.0
3.5
Decennial Censuses
and Official Estimates,
U.S. Census Bureau
3.0
Population of Puerto Rico (Millions)
0.5
0
1940 1950 1960 1970 1980 1990 2000 2010 2020 2030 2040 2050 2060
Sources: U.S. Census Bureau International Database, 2017; U.N. World Population Prospects, 2017; Santos-Lozada and Velasquez, 2015;
Santos-Lozada 2018; New Fiscal Plan for Puerto Rico, April 2018; Stone, 2017.
HSOAC also asked municipalities to share their • Reduce labor shortages by both incentivizing
visions for recovery and economic development. workers to stay in Puerto Rico and allowing
Although responses varied substantially across businesses (particularly agribusinesses) to
twelve regional roundtables, a number of bring in foreign workers on temporary visas
broadly shared objectives emerged.
• Involve municipal authorities in identifying
• Invest in rebuilding and upgrading key priorities for their region
infrastructure, including electric power,
• Adjudicate the authority for planning and
water and wastewater, communications, and
implementation of development projects to
transportation
municipal authorities
• Incentivize large manufacturers to stay in
• Expand investment in projects related
Puerto Rico
to the visitor economy and tourism to all
municipalities in Puerto Rico—not just the
traditional hotspots.
Timely and accurate data on Puerto Rico’s economic and fiscal status
is required
Both the public and private sectors require timely, accurate, and comprehensive
information to make effective strategic decisions regarding both recovery and day-
to-day operations. Puerto Rico’s outdated methods of national income accounting
and lack of participation in some data programs (U.S. Census Bureau, Bureau of
Labor Statistics, Bureau of Justice, Health and Human Services, Energy Information
Administration, National Center for Education Statistics, National Center for Health
Statistics, and U.S. Department of Agriculture) limit the quantity of information
available relative to U.S. states. While the Puerto Rico Institute of Statistics has
been recognized as an exemplar of good statistical practice, it cannot be expected to
fill this gap at historical funding levels.
REUTERS/Alvin Baez
“
“This is a
transformative
PUERTO RICO’S moment in the
history of Puerto
OPPORTUNITY Rico.”
—Governor Ricardo
A
s of July 2018, nearly $35 billion in funding has been Rosselló
allocated to Puerto Rico, but these initial obligations
only begin to cover the investments needed to move
Puerto Rico towards its broader vision of social and
economic progress. Additional recovery funds present a unique
opportunity to advance the vision for a transformed Puerto Rico.
This unprecedented influx of resources will allow transportation
and energy systems to be rebuilt and made more resilient,
schools to be redesigned, the healthcare and emergency services
systems to be modernized and additional investors from the
private and philanthropic sectors to be attracted.
Federal funds will not be enough to achieve this vision or
necessarily fully achieve all the economic, infrastructure, society,
and capacity goals set forth in the plan; private and philanthropic
funds will also be an essential source of funds. While the vision
and goals of the plan are meant to be aspirational, making them
a reality will require innovative thinking about how post-disaster
assistance can be most productively invested in a way that
encourages new investments and continues to build a strong and
sustainable economy and a vibrant society through public-private
partnerships.
CAPITAL INVESTMENTS
Foundational STRATEGIC INITIATIVES
Future Focused
Physical Capital OCEAN ECONOMY (BLUEtide)
ENERGY
Integrate and promote all of Puerto Rico’s
Transform the energy system to ensure it ocean-dependent industries and ecosystems
is customer-centric and more affordable, as a cohesive effort to promote economic
reliable, resilient, and renewable. growth, improve quality of life for residents,
TRANSPORTATION and enhance the visitor’s experience.
Rebuild and strengthen maritime, surface,
VISITOR ECONOMY
and air transportation systems to move
people and goods flexibly and reliably. Develop a strong, sustainable visitor economy
to help position Puerto Rico as a global
WATER
destination for tourism, investment, production,
Rethink water systems to be more efficient, and wealth.
reliable, and protected from future disasters.
TELECOMM/IT DIGITAL TRANSFORMATION
Modernize the telecommunications Build the digital capabilities and workforce
system to ensure fast and reliable needed to fundamentally transform key
residential, commercial, and emergency industry and government processes to become
communications. more user-focused, relevant, and efficient at
PUBLIC BUILDINGS addressing local needs and delivering basic
services.
Build back stronger and more resilient
buildings that meet today’s standards, ENTREPRENEURSHIP
mitigate against future disasters, and
Expand opportunities for entrepreneurship
encourage innovative designs.
and development of small to medium local
HOUSING businesses that can compete globally to
Repair and rebuild safe, secure, and promote economic development.
affordable residential housing.
ADVANCED MANUFACTURING
Address policy and structural barriers to
Human Capital increase opportunities for investment, expand
public-private partnerships, and promote
HEALTH AND WELLBEING
innovation, learning, and coordination
Rebuild and enhance the health and social throughout the economy.
service infrastructure and regional health
networks to ensure reliable and equitable AGRICULTURAL TRANSFORMATION
access and health-promoting communities, Modernize agriculture to promote greater
including an efficient and effective response productivity and output, and improve exports.
in the event of public health crises, disease
outbreaks, and other future disasters. 21ST CENTURY WORKFORCE
EDUCATION Develop and protect an educated world-class
Transform the education system to produce workforce, increase labor force flexibility, and
competitive graduates with the knowledge create high quality employment opportunities
and skills needed to adapt to changes in the aligned with economic growth strategies.
economy, the environment and technology.
EMERGENCY SERVICES MODERNIZATION
Enhance public safety and first responders’
ability to deliver reliable, modern, and
Natural Capital integrated emergency services.
NATURAL ENVIRONMENT
Restore, plan for, and develop marine and
terrestrial ecosystems so that they coexist
sustainably with the economic development
of Puerto Rico and protect against storm
damage.
Lifeline systems
Lack of
power
put 95%
And without
of cellular those lifeline
sites out of
service. systems:
COMMUNICATIONS/IT ENERGY Many heathcare
facilities were not
open, and people
were unable to travel
Transportation to those that were.
damage led to Without power for
Lack of transporta- closed ports un- pumps, drinking water
tion limited the fuel able to accept fuel was unavailable and
supply for generators shipments, while wastewater systems
to restore communi- the ability to move overflowed. Emergency
cations. goods and people
services were
was disrupted by
immobilized.
losses in power.
TRANSPORTATION WATER
Washed out Many businesses
roads limited were not open, stores
access to could not get supplies,
repair water and people could
infrastruc- often not get to those
ture. that were operational.
PRELIMINARY
DRAFT—JULY 8, 2018 | 52 | PRELIMINARY DRAFT—JULY 9, 2018
X
5
START WITH
A STRONG
FOUNDATION
T
he skills, tenacity, trust, and interconnectedness of Puerto
Ricans will form the cornerstone of recovery. Empowering
individuals and local organizations to participate in the
recovery process is thus critical to long-term, sustainable,
social and economic growth. Social and organizational networks
and partnerships need to be supported and strengthened to ensure
that communities are well prepared in advance of the next disaster.
Supporting recovery efforts that are informed by cross-sector thinking
and diverse stakeholder perspectives will help to ensure that rebuilding
is context-sensitive and robust to a range of concerns. Effective
governance is needed to ensure scarce public resources are invested
wisely and reach those who need them most. Recovery efforts need
to promote consistent and equitable access to high quality economic,
social, and health services. In addition, strengthening local government
capacity in day-to-day service provision as well as during disasters
will strengthen the Government of Puerto Rico’s capacity to respond
and recover Island-wide. A trained and capable, resilience-oriented
workforce needs to be developed to support recovery in both the public
and private sectors. At the same time, improving the integration and
availability of information and data will allow for timely and informed
decisionmaking about immediate and longer-term resource allocation.
Consistent with these elements of community resilience, the
Government of Puerto Rico has identified several specific actions that
are critical to the success of its vision and should be prioritized for
investment. These actions are precursors—actions that should come
first because they provide critical support to ensure the success for
all of the priorities discussed later in the plan. These precursors are
discussed in detail below.
PRECURSORS TO
PUERTO RICO’S
RECOVERY
Build government capacity to handle
day-to-day business and recovery
efforts
Puerto Rico will need to build government capacity
to coordinate sector-based plans for infrastructure
systems and capital improvement projects (CPCB
11). Coordinated planning of recovery investments
(especially those related to infrastructure systems)
LOCATING COURSES enables hazard risk to be examined and addressed
OF ACTION ASSOCI- across sectors and at a neighborhood, municipal,
ATED WITH SPECIFIC and/or multijurisdictional scale. Such planning
PORTFOLIOS will also be critical to reduce fragmentation in
the delivery of federal resources (over time and
Some specific courses of
across programs), increase return on investment,
action are highlighted in
the following chapters. In
and reduce future losses. Enabling this with teams
such cases, the course of of experienced planners who ensure investment
action identifier is included collaboration and coordinate input from all
in parentheses. All cours- sectors will facilitate infrastructure planning and
es of action identified for transparency, and will help integrate sectors needs
the precursors to recov-
during development and implementation.
ery, capital investments,
and strategic initiatives Recovery plan implementation would be further
are located, by respective improved if government services are planned more
portfolio, at the end of this
efficiently and delivered more cost-effectively.
document (see Detailed
As municipal budgets decline from falling tax
Actions).
receipts, outmigration, and declining state subsidies,
municipalities will need to find efficiencies in
their operating budgets to continue delivering
basic services. A small number of municipalities
have created consortiums to explore sharing
services, with limited success. A transparent, finite
decisionmaking process will be required to engage
the Government of Puerto Rico, the 78 municipal
governments, citizens, and other stakeholders
and culminate in adopting and funding a regional
service delivery and planning model (MUN 7). This
action is administrative, and while it will require
some time to change an activity, it is not costed for
the purposes of a recovery budget.
Governance: Future changes to the institutions, laws, and policies that now govern Puerto Rico
would shape its ability to recover and would influence the outcomes of the best-laid plans. For ex-
ample, if the U.S. Congress were to alter the Jones Act governing U.S. maritime commerce, it could
have significant positive implications for the local economy.
Climate and extreme weather: Puerto Rico is vulnerable to climate-related stressors (e.g., rising
temperatures, changing precipitation patterns, sea-level rise) and extreme weather and its effects
(e.g., hurricanes, storm surge, landslides, and erosion). But predictions about future trends are
uncertain. Will storms continue to grow in intensity as they have for 20 years? Will sea levels rise an
inch every 15 years, as the EPA predicts? Investing in efforts to mitigate these risks hinges heavily on
assumptions about what the risks will be.
Economic conditions: Puerto Rico’s ability to recover depends on both global economic con-
ditions (e.g., economic growth and international trade patterns) and local conditions (e.g., growth
patterns in different economic sectors and policies that improve the ease of doing business) —all of
which are uncertain in the long term. For example, the tourism industry is sensitive to employment
and interest rates, which affect people’s ability to visit or invest in Puerto Rico.
Population and demographics: Puerto Rico has seen significant numbers of people move away
since the hurricanes, and the New Fiscal Plan projects the decline will continue at an annual rate
of 0.5 percent to 1.2 percent between 2019 and 2023. However, the long-term population and its
makeup are deeply uncertain, and many recovery initiatives hinge on right-sizing infrastructure and
systems to better match the population. For instance, the number and location of schools will de-
pend on how many and where students live in Puerto Rico. To ensure delivery of health and mental
services to those in need, health clinics or telehealth options will be needed to improve access to
individuals across the Island. Similarly, investments in water distribution infrastructure must be
tailored to the demand.
Technology: Technological advancements in any field can create the space for new approaches to
address a need or can change the effectiveness of existing resources or chosen paths forward. For
instance, the use of web-enabled ride-sharing services may change demand for traditional transit
options, or new battery storage technologies may create opportunities for using solar or wind to
make and store energy in close proximity to where it will be used and make investments in more
conventional methods less desirable.
uncertainty for • improving the process of collecting and storing basic economic
information, such as gross domestic product/gross national
investors and product and tourism satellite accounts (an economic measure
the public at of tourism)
Increased taxes from those goods and Higher incomes for people mean
services maintain these investments they have the ability to buy more
in both the public and private sectors goods and services
is not allowed for any other airports within the U.S. Since the
passage of this “Stevens Amendment,” Alaska is now a major
international air cargo hub serving flights in the Asia-North
America routes. Adding “Puerto Rico” to the law will boost air
cargo activity and create additional economic opportunities for
the air industry in Puerto Rico. The inclusion of Puerto Rico
in this exception should be paired with authorizations from
the federal Department of Transportation to allow for cargo
transfers; Alaska, the Mariana Islands, and Guam currently enjoy
these benefits. This initiative should also work to reestablish
the “transit-without-visa” program in Puerto Rico, with all the
necessary security requirements and safeguards. This should
make it easier for people to visit the Island. These policies would
likely result in lower prices and increased economic growth, but
would require action by Congress.
Andrea Bajandas/FEMA
Republic of Ireland
| 61 | 61
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PRELIMINARYDRAFT—JULY
DRAFT—JULY8,9,
2018
2018
Capital investments
Physical capital | Human capital | Natural capital
Restore, plan
for, and develop n Physical capital
the natural envi-
ronment n Human capital
n Natural capital
BUILD RESILIENT
COMMUNITIES, MODERNIZE
INFRASTRUCTURE, AND
RESTORE THE NATURAL
ENVIRONMENT
Nine objectives define these capital investments—in infrastructure,
human, and natural capital—needed to help achieve the goals that are
outlined in the plan. To build the strong infrastructure and systems that
Puerto Rico needs to support an enduring economy and a thriving society,
it will require approximately $118 billion in capital investments over the
2018-2028 time period, of which some has already been provided by federal
disaster relief, private insurance, private sector, and philanthropic sources.
This section begins by describing the capital investments needed to restore
and strengthen the four lifeline systems: energy, telecommunication/IT,
water, and transportation. Then, needed capital investments in
housing and public buildings, health and education, and the
Physical
capital natural environment are described. Each objective is future
focused and includes a series of high-level steps to achieve
Human
capital that priority. Given the breadth and scope of recovery, over
270 specific recovery actions were identified for the objectives
Natural
capital
overall. A brief description of these more detailed actions, their
CAPITAL
estimated costs, and possible funding sources and implementers
INVESTMENTS can be found at the end of this plan.
Physical
TRANSFORM THE ENERGY
capital
SYSTEM
THE FUTURE IN FOCUS
Customer-centric, affordable, reliable, and scalable
electricity that incorporates more renewables, microgrids,
and distributed energy resources and can drive new
businesses and employment opportunities and support
residents’ well-being
Issues to Address
The complete failure of Puerto Rico’s electricity grid was, and still
is, emblematic of the magnitude and longevity of the disaster. One
hundred percent of Puerto Rico was without power as a result of the
hurricanes and, even nine months after Hurricane Maria, power
has not been fully restored to all Puerto Ricans. Without power,
many other systems failed and were unable to return to full service
for weeks and even months—telecommunications/IT, water, and
transportation, to name a few. However, Puerto Rico’s electricity grid
was vulnerable before the hurricane, and the disaster was, in fact,
many years in the making. The Island’s power system infrastructure—
key portions of it traversing remote and mountainous terrain—
was poorly maintained, aging, and prone to blackouts. Powered
predominantly with imported fossil fuels (with renewables providing
only 2 percent of the generation), electricity has been both expensive
and polluting. Many energy workers with the skills and institutional
knowledge to help rebuild, improve, and maintain the system have, in
recent years, retired or moved off the Island.
In addition, PREPA faces enormous challenges: more than $11 billion
in outstanding debt (as of FY17); declining revenue due in part to
shrinking population and disappearing manufacturing industry;
and strong indications of long-term neglect and mismanagement. A
judicial debt restructuring process in 2017 spread responsibilities
for the energy sector among at least nine federal and GPR agencies,
producing a complex regulatory environment that has made
strategic planning and investment difficult. As of June 21, 2018,
the Government of Puerto Rico authorized the privatization of
PREPA, including the sale of all generation assets and the long-term
concession of the transmission and distribution system, thereby
leveraging public-private partnerships to support managing and
maintaining these assets, following the development of a 30-year
plan.
Taking Action
Enacting a new vision for the energy sector is an opportunity to
literally power the future of Puerto Rico. This effort will need to
focus on customers first, financial viability “on both sides of the
meter,” reliability and resilience, sustainability, and powering the
economic engine of the Island. With coordinated planning and
analysis, substantive input from all the stakeholders, and thoughtful
stewardship of resources, Puerto Rico will be able to ensure that the
lights stay on and that the Island can truly be open for business. SEE THE FULL
PORTFOLIO
The bold and needed action of PREPA restructuring and privatization
will be the platform for a once-in-a-generation opportunity. The of energy system
Government of Puerto Rico is leveraging the knowledge of world- strategies and
class technical experts and all key stakeholders to help inform a truly details about cost
innovative and sustainable path forward. Below is a comprehensive and funding in
overview of the many activities that can and must occur for this the last section of
transformation. However, the exact pathway to be chosen among these this plan
activities can only be determined once the technical and economic
tradeoffs between these courses of action are fully understood
and the financial constraints are more clearly defined. Ongoing
activities and analysis that will clarify the pathway and enable sound
decisionmaking are well-underway and include, without limitation:
• Development of the 2018 PREPA Integrated Resource Plan (IRP) and
other planning within PREPA
• Extensive modeling and analysis by U.S. Department of Energy
National Laboratories, coordinated by U.S. DOE Headquarters and
SERVING WITH
1,500,000 6,227
CUSTOMERS EMPLOYEES
3). Improvements in this supporting infrastructure will allow for the modern
grid to implement technologies that provide real-time information and grid
control to keep the power system operating and/or speed its recovery (ENR
11). Also dependent on improved communications infrastructure and to
ensure rapid response to and recovery from an emergency, data, information
technology (IT), and operational technology (OT) systems can be deployed
to inform decisionmaking. This includes creating a robust data inventory of
assets, acquiring communications systems to support inventory management,
improving coordination stakeholders responsible for critical infrastructure,
and bringing PREPA’s IT and OT systems up to date to enhance their ability
to rapidly identify threats, outages, and anomalies, and quickly provide data
insight into repair progress (ENR 19).
Specific asset improvements will need to be made to reduce vulnerability to
both flooding and high windspeeds. In some cases, these improvements can
be complementary; in others, tradeoffs will need to be made based on the
modeling and analyses currently being conducted about system design and
asset improvements. As an example of the type of improvements that can be
made, electrical assets that are vulnerable to flooding can be strengthened,
elevated, moved, and made more resistant to damage—or decommissioned
if the risks are too costly to mitigate (ENR 6). Similarly, assets that may not
withstand high winds can be hardened or decommissioned. Some of these
efforts (such as installing poles more resistant to damage) have already
been implemented in the restoration process (ENR 7). Ancillary services
that support the electric system and make it more resilient in outages will
need to be improved (ENR 10).
A new radome
under construction,
after the previous
radome was
damaged by
Hurricane Maria.
FEMA/Eduardo Martinez
Physical
MODERNIZE THE
capital
TELECOMMUNICATIONS
SYSTEM
THE FUTURE IN FOCUS
Fast, reliable and resilient residential, commercial, and
emergency communications that drive Puerto Rico’s
economy, prosperity, and well-being
Issues to address
Puerto Rico’s communications infrastructure has been in a fragile
state for some time, creating challenges for both day-to-day operations
and when disasters happen. For example, Puerto Rico largely lacks
modern emergency communications systems, which has and will
continue to put citizens at risk. During Hurricane Maria, police,
fire, and emergency medical services lacked the ability to respond
to 911 calls at a time when such responses were urgently needed.
In addition, some wireless infrastructure (cellular towers) may
have been overloaded with equipment and the remote mountainous
Taking action
capability (CIT 3). The prior lack of dispatch capability has meant
that a 911 operator must use telephone lines to call a first responder
(police, EMS or fire) operator who then dispatches via a separate
system (typically radios) the needed first responders to the location
of the initial caller. After the disaster hit, most of the telephone lines
were not operational, meaning 911 operators often could not call first
responder dispatch centers and many requests for emergency response
received by the 911 centers were not able to reach the needed first
responders. Fourth, locations must be established where the public can
access the Internet and government information portals; municipal
“hot spots” can be used for that purpose (CIT 19). Finally, easy access
to information and situational awareness (e.g., via status.pr) will be
important to ensure a speedy recovery process. For example, real-
time information can help determine where to allocate resources
during disaster response. Beyond supporting effective disaster
communications, better communications infrastructure is critical to
improving first responder operations more broadly. Currently, many
emergency medical service (EMS) crews and their hospitals require
two dispatchers to radio communicate with one another because EMS
has its own Land Mobile Radio (LMR) system, while hospitals typically
use the police LMR system and the two systems are not interoperable.
Options being considered to solve this problem include integrating
these LMR systems in the near-term using federal and cellular first
responder networks when they become available or using one LMR
system for voice traffic and another for data traffic (CIT 1).
regions around the Island (CIT 15). The ring system will add to and
improve the availability of communication route options both within
Puerto Rico and into or out of Puerto Rico to points globally in the
event of natural disasters. Similarly, the increased communications
capacity available with new cables may improve the performance of
the network during such events. When viewed both on their own and
with a cross-sector lens, these improvements will be critical for Puerto
Rico’s vision of economic growth and resilience.
0 1 2 3 4 6 12 or more
Physical
RETHINK WATER SYSTEMS
capital
THE FUTURE IN FOCUS
Safe and reliable water systems that are protected from
future disasters to ensure the well-being of Puerto Ricans
and the operations of government and businesses
Issues to address
Flooding, loss of electricity, landslides and debris that resulted from
the hurricanes damaged and disrupted service for nearly every
element of Puerto Rico’s water system—from drinking water, to
wastewater and stormwater systems, to dams, levees and channels.
The hurricanes also exacerbated long-standing challenges. Water
infrastructure has degraded due to financial constraints that have
limited maintenance and investment by operators, particularly
PRASA, which supplies 96 percent of drinking water and 59 percent
of wastewater service in Puerto Rico, and by municipalities, which
manage the majority of Puerto Rico’s stormwater systems. In addition,
water sources have degraded due to wastewater, stormwater, and
industrial and agricultural contamination. Many of these issues are
even more severe in rural or disadvantaged areas, which rely on small,
SERVING WITH
1,236,728 4,654
CUSTOMERS EMPLOYEES
96% WATER
59% SEWER
Taking action
Looking ahead, the Government of Puerto Rico has an opportunity
to redesign its water systems to be more reliable, safer, and more
resilient in the face of future disasters, climate and population-
related stressors, and extreme weather. In the short term, PRASA,
municipalities, DNER, and the managers of other water systems will
need the liquidity and financial management capabilities, as well
as the workforce, to handle the potentially large influx of capital as
86 days
95%
54 days
90%
38 days
80%
26 days
70%
20 days
60%
15 days
50%
7 days
40%
7
10 017
17
17
17
8
01
01
01
01
01
20
20
20
2
/2
/2
2
0/
7/
1/
8/
1/
0/
3/
15
/4
/1
11/
2
/1
1/
2
/2
11/
10
9/
9/
10
12
they finance repairs and improvements. In the long term, addressing
legacy contamination, bolstering enforcement, and ensuring systems
are properly designed, monitored, protected, and maintained will
help Puerto Rico’s water systems become more efficient and fiscally
sustainable. The Government of Puerto Rico intends to develop a
professional workforce to help ensure that maintenance and operations
are better managed, and that service is safe, reliable, and equitable.
Rebuilding and redesigning infrastructure to be more resilient, and
improving planning, processes, and mitigation measures can also help
to address climate-related consequences.
resilient microgrids (WTR 3). PRASA also intends to reduce its use
of electricity through demand management strategies (WTR 3), and
non-PRASA systems propose to increase off-grid renewable energy,
upgrade electrical systems, and right-size and stockpile backup
generators (WTR 32).
PRASA plans to implement new emergency management protocols to
improve its capacity to deliver resilient services to hospitals, schools,
and other critical customers during emergencies (WTR 30). In the
long term, the agency intends to relocate assets that are in flood
zones or redesign them to meet the latest standards to help keep them
operating when extreme storms occur (WTR 20). This may include
priority assets such as the Dorado Wastewater Treatment Plant.
Wokers onboard a
freighter in San Juan.
FEMA
Issues to address
Though Puerto Rico has numerous small ports and airports, the Port of
San Juan and San Juan Luis Muñoz Marín International Airport receive
the vast majority of shipments and air traffic. Both suffered significant
damage from the hurricanes, and in the immediate aftermath, faced
obstacles such as power outages and bottlenecks due to the competing
needs of daily operations and the emergency response. As was the case
with the energy sector, pre-hurricane conditions for transportation
were poor. PRPA struggles to maintain and improve its airports and
seaports due to deteriorating finances, in addition, multiple port facility
owners and operators contribute to a lack of coordination among
ports. Similarly, finances are challenging for PRHTA, which funds
and oversees major road and bridge projects. Major roads were in fair
condition before the hurricanes, but about half of Puerto Rico’s bridges
were structurally deficient or functionally obsolete—an issue that
hurricane damage compounded. While Puerto Ricans are heavily
Taking action
The transportation sector plays an important role in any economy—
whether for shipping and receiving goods or getting residents to
work, school, appointments, and events. To better serve all these
purposes, the Government of Puerto Rico intends to seize this chance
to develop a more robust multi-modal (surface, maritime, and air)
transportation sector that is well-maintained, safe, efficient, and
resilient to future disasters.
Transportation System Recovery Plan could also help the ports take
advantage of lessons learned during the hurricane response, such as
pre-positioning reserve capacities and assets to better respond to an
emergency, establishing an integrated operations center, developing
a communications protocol for first responders during a disaster, and
implementing pre-hurricane protection measures in an integrated
fashion to protect critical resources (TXN 13).
PIER 1 PIER 4
In-transit cruise ships and In-transit cruise ships and
limited passenger capacity turnaround port. Carnival and its
turnaround port. Also used by subsidiaries have preferential use.
the military.
PANAMERICANOS I (EAST) & II
PIER 2 (WEST) PIERS
Operated by Maritime In-transit cruise ships and
Transportation Authority for turnaround port. Royal Caribbean
local ferry service. and preferred use for subsidiaries.
San Juan
AIRPORTS 8,437,604
2017 TOTAL Arecibo
PASSENGER Aquadilla 14,026 Isla Grande
ARRIVALS AND 498,424 42,896 Culebra
DEPARTURES 64,303
Mayaguez
15,281
Ceiba
84,422 Vieques
Humacao 108,414
Ponce
1,000
189,143
Prayitno/Flickr
A home,
destroyed by
Hurricane Maria,
is rebuilt in
Maricao.
FEMA/Michael Medina-
Latorre
Physical
REPAIR AND REBUILD
capital
RESILIENT RESIDENTIAL
HOUSING
THE FUTURE IN FOCUS
Safe, secure, and affordable residential housing to create a
better built environment
Issues to address
Puerto Rico’s housing sector was hit hard by the hurricanes:
Approximately 90 percent of the Island’s nearly 1.24 million
households applied for immediate relief and housing assistance from
FEMA, with 78 percent of these indicating damage to their structure
or personal property. But the housing market was experiencing
significant challenges long before the hurricanes. As residents have
moved away, home values have plunged, dropping 18 percent in
Puerto Rico since 2010, while values in the United States have risen
35 percent. Puerto Rico’s large amount of “informal” housing presents
an additional challenge—an estimated 55 percent of residential
and commercial structures were built without permits and often
on land not owned by the resident or builder. Without permits,
proper construction techniques may not have been followed and the
structures may be located in risky areas. Many of these homes are
vulnerable to natural hazard risks, such as flooding, high winds,
Taking action
The scale of the hurricane damage presents the recovery effort with
an opportunity to right some of the challenges described above. It is
an opportunity to transform the housing sector to be safe, secure,
resilient, and forward-looking, particularly for the most vulnerable.
Puerto Rico has a clear vision for its housing sector: provide residents
with safe, secure, and affordable places to live; retrofit homes to make
them less vulnerable to damage; relocate households that live in the
most dangerous areas; increase insurance coverage in order to help
rebuild structures in the event of disaster; and clarify ownership
records to bring the informal housing into the formal sector, which
would facilitate government service delivery and collection of property
taxes.
Damage to real and personal property, based on FEMA registrants for individual assistance
1–4,999 Aguadilla
Isabela Quebradillas Barceloneta
Dorado Toa Baja Cataño
5,000–9,999
Vega Baja Loíza
Camuy Hatillo Manatí
Arecibo Vega Alta San Juan
Moca Florida Carolina
Aguada Toa Alta Bayamón Guaynabo
San Sebastián Río Grande Luquillo
10,000–19,999
Rincón Trujillo Alto
Morovis Canóvanas Fajardo Culebra
Corozal
Añasco Ciales Naranjito
Lares Utuado Gurabo
Aguas Buenas Ceiba
20,000+ Mayagüez
Las Marías
Adjuntas
Jayuya Orocovis
Barranquitas
Comerío
Cidra
Caguas
Juncos
Las Piedras
Naguabo
Maricao
San Lorenzo Humacao
Hormigueros Aibonito Vieques
Villalba
San Germán Cayey
Coamo
Sabana Grande Yauco
Yabucoa
Peñuelas Ponce Juana Díaz
Guayanilla
Lajas Salinas Patillas Maunabo
Cabo Rojo
Guánica Santa Isabel Guayama Arroyo
Similarly, affordable housing units and housing and shelters for the Number of IA Registrants Indicating
Real or Personal Property Damage
homeless will be repaired, moved from high-risk areas, or made less 1 - 4,999
Mayagüez
vulnerable to disaster (HOU 14). This effort will also include updates to 5,000 - 9,999
accommodate special needs communities and upgrades such as energy 10,000 - 19,999
20,000+
conservation, ADA compliance, and universal design. Given the long
wait lists for public housing and Section 8 units, communities also
intend to adopt programs to provide more public or subsidized rental
and homeless housing for lower-income households and those with
special needs (HOU 15).
Abandoned and blighted properties will be rehabilitated, redeveloped,
or demolished (HOU 20). First, an inventory will distinguish vacant
properties from currently unoccupied vacation properties, then
strategies will be developed to quickly gain legal ownership of the
property and implement buyout programs. Community members will
help develop strategies to rehabilitate properties for residential uses,
including future homes, affordable rental housing, and rent-to-own
programs, and community uses, including community centers, clinics,
or business incubators.
The number of homeowners whose mortgage payments are delinquent
or severely delinquent increased after the hurricanes; it has recently
decreased but remains relatively high. The Federal Housing Authority
(FHA) issued a foreclosure moratorium after the hurricanes, but that
is set to expire August 16, 2018, and lenders are unsure how many
homeowners will resume payments. Homeowners will be provided with
financial counseling and education campaigns about loss mitigation
programs available from lenders. Some homeowners who are capable of
sustaining mortgage payments will be provided financial assistance to
bring their mortgage payments up to date (HOU 19).
A student reads a
book after receiving
a donated bag of
school supplies.
FEMA/Eduardo Martinez
Human
TRANSFORM THE
capital
EDUCATION SYSTEM
THE FUTURE IN FOCUS
Competitive graduates with knowledge and skills needed
to adapt to changes in the economy, environment, and
technology
Issues to address
Education is a cornerstone of Puerto Rico’s economy, society, and
political systems. Its purpose is to build and sustain the knowledge
and skills needed to ensure that individuals, communities and
key institutions can adapt to changes in the world economy, the
environment, and technology. Education also plays a role in helping
individuals and communities respond to social/cultural changes while
maintaining Puerto Rico’s unique identity. Yet, Puerto Rico’s education
system was impacted by the 2017 hurricanes and has for years been SEE THE FULL
weakened by economic crisis, outmigration of skilled professionals, PORTFOLIO
sharp declines in the student population, and by governance
of education
structures that limit the ability to use community, nonprofit, and
business resources most effectively. system strategies
and details about
The Government of Puerto Rico now has the opportunity to
cost and funding
fundamentally transform its education system in a way that improves
in the last section
student outcomes, supports the development of children, youth and
of this plan
adults, and supports its vision of economic and social development
moving forward.
Taking action
work transitions. The PRDE will also need to provide training on how
to integrate data into operations and decisionmaking.
In addition, schools and education systems both impact, and are
impacted by, the communities in which they are located. Inputs
from analysts and stakeholders will be key to help the PRDE and
others make future-facing decisions that better align investments in
schools (e.g., infrastructure updates, reassigning teachers, location
of school-to-work programs) with local economic, infrastructure, and
community characteristics (EDU 14). To address equity issues, the
PRDE, local schools, and their partners will need to review how funds
are allocated to schools and identify any funding gaps or regional/
municipal inequities. This information can inform if and how student-
based budgeting can be used to ensure an equitable match between
student needs and resources allocated (EDU 5).
New professional development and talent management systems will be
needed to ensure that PRDE’s administrator and teacher workforce is
prepared for the performance requirements of 21st century approaches
to learning (EDU 9), that the system has strong leadership in regional
superintendent’s offices (EDU 8), and that school directors are well
positioned to function with the greater autonomy given them under
the Governor’s new education reform plan. Finally, a new program will
educate parents/guardians (especially in disadvantaged communities)
about the options provided to them through new school choice
programs (EDU 10).
Human
REBUILD AND ENHANCE
capital
HEALTH AND SOCIAL
SERVICE INFRASTRUCTURE
AND REGIONAL HEALTHCARE
NETWORKS
THE FUTURE IN FOCUS
Reliable and equitable access to health and social services
and health-promoting communities, including an efficient
and effective response to public health crises and other
future disasters
Issues to address
Communities in Puerto Rico faced widespread and persistent
challenges with health and social services before the hurricanes,
due in part to a fragmented spectrum of health and social services
systems, varied access to these services by region, shortages in
some health specialties, and differential access to health-promoting
environments. Low Medicaid and Medicare reimbursement rates
Taking action
A nurse attends to a
young patient at the
San Juan Children’s
Hospital, after the
island was hit by
Hurricane Maria.
REUTERS/Alvin Baez
But health and social services also need to meet the day-to-day
needs of its citizens at all stages of life. To meet these needs, the
Government of Puerto Rico intends to strengthen the backbone of
the system by improving the standard of care and increasing access
to services. Reducing the gap means reconsidering the current
Medicaid/Medicare reimbursement rates to address the financial
viability of the healthcare system at large and to actively analyze the
links between health expenditures and outcomes in ways that are
transparent and useable by payors and providers (HSS 7). To support
a full array of primary care services, primary care options will need
to be expanded by enhancing the existing network of community
health centers in Puerto Rico and augmenting relevant primary care
supports, including mobile care clinic options as well as training and
supplies (HSS 12). To improve mental health services, the Government
of Puerto Rico intends to expand care for psychological trauma and
chronic stress, increase promotion of and referral to existing services
(HSS 10), and encourage greater uptake of evidence-based practices
to promote health in other settings such as community centers and
schools (HSS 15). These will be paired with a comprehensive suicide
prevention campaign promoting wellness and self-care to ensure
that those at risk are identified and referred to appropriate services
(HSS 41). It also aims to increase access to care through telehealth
options (HSS 9) in conjunction with broader efforts to improve data
integration and digitization of health and related information (HSS 14).
However, this expansion of services is only possible if there are
doctors and other health providers to support it. Given the shortages
in some health specialties and concerns about personnel moving away,
the Government of Puerto Rico intends to incentivize, retain, and train
the healthcare and public health workforce through initiatives such
SEE THE FULL
as loan repayment programs and allowing nurse practitioners and PORTFOLIO
physician assistants from other states to provide care in Puerto Rico of health and
(HSS 11, HSS 13). Part of the system improvements will be increasing social services
public health surveillance capacity (HSS 40, HSS 42) and vital records strategies and
data use (HSS 43), which will be important during disaster-response details about cost
as well as under normal circumstances. and funding in
the last section of
Strengthen supportive services
this plan
The most vulnerable residents have greater needs during and after
a disaster, such as those who are home-bound, seniors (especially
those who live alone), people who depend on nutritional support, and
those with chronic health conditions. To address these challenges, the
Government of Puerto Rico proposes to enhance services and other
supports that ensure continuity during and after disaster and that
Physical
REPAIR, REBUILD, AND
capital
RIGHT-SIZE THE PUBLIC
BUILDINGS INVENTORY
THE FUTURE IN FOCUS
Stronger and more resilient public buildings that meet
today’s standards, mitigate against future disasters,
represent innovative designs, and meet communities’ needs
Issues to Address
In Puerto Rico, ownership of public buildings is a complex issue.
Government agencies may have ownership responsibilities for a
wide variety of types of buildings, and the type of building does
not determine ownership. For example, there are several different
government agencies that own schools. One of these agencies, the
Public Buildings Authority (PBA), also owns a collection of police
stations, judicial centers, and office buildings. Publicly owned
Taking Action
The vision for Puerto Rico’s public building sector is to not only repair
and maintain buildings but also to right-size and redesign buildings
to support new ways of providing public services and increase their
resilience to disaster. This effort includes repurposing, reallocating,
and refurbishing buildings to meet population needs and economic
conditions. To make this sector more efficient, ownership will be
realigned, and new systems will make managing them more efficient.
Prior to the hurricanes, various initiatives were already seeking
to consolidate and right-size the public building sector, including
proposals to consolidate schools and establish Integrated Government SEE THE FULL
Service Centers, a “one-stop shop” for Puerto Ricans seeking public
PORTFOLIO
services. Puerto Rico plans to build on this effort by further aligning
and consolidating functions into fewer buildings (in conjunction with of public building
the agency consolidation mandated by the FOMB. These buildings strategies and
will need to be refurbished, moving critical government operations details about cost
out of areas at high risk for flooding, repairing hurricane damage and funding in
and implementing structural retrofits to increase hazard resilience, the last section of
and developing policies and standards to improve asset management, this plan
increase energy efficiency, and ensure backup power is available.
• Current user
• Owning agency
• Value
• Zoning
• Year built
• Utility information
Natural
RESTORE, PLAN FOR, AND
capital
DEVELOP THE NATURAL
ENVIRONMENT
THE FUTURE IN FOCUS
Marine and terrestrial ecosystems that coexist sustainably
with tourism and economic development of Puerto Rico and
protect against storm damage
Issues to address
Puerto Rico’s range of coasts, forests, waterways, and diverse endemic
species are important assets both for economic development and for
the well-being of its citizens and visitors. However, prior to the 2017
hurricane season, Puerto Rico’s natural resources suffered from a lack
of investment, a lack of clarity over asset ownership, and a dearth of
emergency preparedness capacity. Significant destruction from the
hurricanes compounded these problems. Damage to coastal resources
such as corals and seagrasses, and forests was severe, and landslides
and resulting debris blocked roads and threatened infrastructure and
public safety. The waste and debris from the disaster cleanup effort
is going to landfills, many of which were already out of capacity or
compliance before the hurricanes, or to illegal open dumps. EPA has
ordered non-compliant landfills to be closed, but local governments
say they lack the funds to do so.
Taking action
$366,339
$201,599
$5,474
damaged coral reef and seagrass sites to maintain and increase the
coastal protection services they provide to key communities (NCR
15). Another is expected to focus on restoration of coastal wetland
capacity and hydrology at 10 priority sites across Puerto Rico (NCR
16). These wetlands lessen the impact of storms while protecting
coastal communities’ infrastructure‚ agriculture‚ and habitats. Finally,
by 2035‚ beaches and dunes should be stabilized and protected from
human degradation so they (1) are resilient to storms and sea-level
rise; (2) protect human life‚ property, and critical infrastructure on
coastal areas; (3) support biodiversity‚ tourism, and recreation; and
(4) help improve the livelihoods of coastal communities (NCR 17).
Workforce development programs, focused on building capacity and
jobs in habitat restoration and other recovery needs, will be needed to
support these efforts (NCR 33). In the long term, this workforce will be
able to apply these skills towards other sectors such as construction‚
education‚ and tourism.
Another key area of critical green infrastructure is the prevention
of erosion and sedimentation to increase resilience to disasters
and reduce negative impacts to the environment and public health.
One component of this approach is stabilizing soils in areas that
experienced landslides or are prone to them to diminish future risk
to communities and critical infrastructure, and to reduce the loss
of storage capacity from sedimentation in key reservoirs and other
negative effects on both fresh- and marine-water quality (NCR 13).
Another component is forest recovery in rural protected areas‚ private
forests‚ critical watersheds‚ and urban areas (NCR 5). Through both
public and private collaborations, DNER intends to develop and
implement landscape habitat conservation strategies to restore the
function and structure of urban and rural forests, which will lessen
erosion and sedimentation challenges and provide other ecosystem
services such as enhancing air quality and managing stormwater
runoff. Forest restoration is also expected to contribute to species
recovery plans that combine habitat restoration‚ captive breeding‚ and
predation threat reduction activities for each species of interest (NCR
6). Finally, DNER will likely need to cooperate with federal agencies
to develop watershed restoration and management strategies in four
priority watersheds: Arecibo‚ San Juan Metropolitan Area‚ Cabo Rojo/
Guánica‚ and Northeast Corridor (NCR 14). These strategies would not
only help communities manage stormwater runoff and soil erosion,
but also reduce future pollution risks from sewage discharge. Similar
control efforts are also planned for the highly sensitive coastal areas
of Mosquito Bay Natural Reserve in Vieques and Tres Palmas Marine
Reserve in Rincón.
Digital Transformation |
Build digital capabilities and
workforce needed to funda-
mentally transform key indus-
try and government process,
making them more user-fo-
cused, relevant, and efficient
at addressing local needs and
delivering basic services
Agricultural Modernization
and Processing | Modernize
agriculture to promote greater
productivity and output and
improve exports
OCEAN ECONOMY
THE FUTURE IN FOCUS
Integrate and promote all of Puerto Rico’s ocean-
dependent industries and ecosystems as a cohesive
effort to promote economic growth and improve THE BLUEtide INITIATIVE
quality of life for residents and enhance the visitor’s An interdisciplinary, collaborative
approach anchored in a Blue Economy
experience
framework is “BLUEtide,” which propos-
Puerto Rico has exceptional marine assets that can help promote es a whole-of-Puerto Rico approach
economic growth and improve quality of life. Leveraging to disaster mitigation and resilience,
workforce development, advanced
these resources appropriately will require that efforts focus on
manufacturing, and tourism by devel-
ensuring the health and sustainability of Puerto Rico’s oceans
oping coastal resources. This approach
and coastal areas. Thus, a Blue Economy approach will help to would incentivize jobs in advanced
preserve the long-term benefits of the sustainable use of marine manufacturing, fishing, the knowledge
assets and preserve natural marine ecosystems in Puerto economy, and tourism industries, in-
Rico, while also supporting economic growth. A Blue Economy creasing the value of ocean-dependent
assets and human capital development,
comprises a range of economic sectors and related policies and
international competitiveness, natural
may include traditional industries like fisheries and tourism,
disaster mitigation and resilience, and
as well as emerging industries like marine biotechnology and food security.
offshore renewable energy. Ocean ecosystems also contribute
Investing in science, data, and technol-
significantly to human livelihoods and well-being through
ogy collaboratives such as the Marine
services such as coastal protection, biodiversity, and storage of Business, Innovation, and Research
carbon dioxide. Center of the Caribbean will be needed
to aggregate ocean-dependent indus-
Creating a Blue Economy requires new
tries and stakeholders to create and
investments to maximize financial, deploy innovative solutions throughout
social, and environmental returns. Puerto Rico and the Caribbean. It also
Investing in, and using, the best could support the establishment of the
available science, data, and technology Puerto Rico Ocean Technology Complex
will help to inform management and (PROtech), and Project 12-38: designing,
SEE THE FULL policy decisions about ocean assets. developing, manufacturing, and deploy-
ing of advanced fish aggregating devic-
PORTFOLIO Investment is needed also in diverse es to enhance the sport fishing industry.
marine infrastructure such as fish In addition, this Marine Business Center
of strategies
aggregating devices, artificial reefs, would serve as an international marine
for the Ocean
fish habitats, and near-shore fishery field laboratory network hub to foster
Economy and partnerships across the Caribbean and
infrastructure like piers, marinas, and
details about cost around the world to enhance disaster
boat docks. Living shorelines are critical
and funding in resilience research and the knowledge
to reducing ongoing erosion, stabilizing base needed to guide policies for better
the last section of shorelines, and enhancing overall coastal preparing at-risk communities in ad-
this plan resilience. vance of future hurricanes.
VISITOR ECONOMY
THE FUTURE IN FOCUS
Develop a strong visitor economy to help position Puerto Rico
as a global destination of investment, production, and wealth
Puerto Rico’s unique natural and cultural resources provide an
opportunity to enhance existing tourism hubs and diversify by
building capacity in additional hubs. Creating a suite of tourism hubs
across Puerto Rico can generate economic growth; improve the quality
of life in disadvantaged communities; preserve natural, cultural,
historical treasures; and provide unique, authentic experiences
for visitors. Local communities should be empowered to build the
industry, work in the industry, and receive the economic benefits of
the industry, for example, through tourism workforce training and
local entrepreneurship incubators. Preserving the natural/cultural/
historical inheritance of Puerto Rico will also help natural resources
and cultural communities flourish, contributing to Puerto Rico’s
competitive advantage as a unique tourism experience. Moreover,
tying Puerto Rico’s appeal to its unique assets ensures that the
growth of the tourism industry will nurture these assets, rather than
damaging them.
Cultivating the visitor economy in Puerto Rico involves countering the
narrative of the Island as a disaster site and rebuilding its reputation
SEE THE FULL
as a destination. In addition to a destination marketing campaign,
PORTFOLIO this involves both revitalizing the existing hubs of traditional mass
of strategies tourism, and could also creating new hubs of alternative tourism –
for the Visitor lower-volume tourism that emphasizes unique, authentic experiences
Economy and and extended trips. As the primary point of entry, San Juan is
details about cost particularly key to existing mass tourism in Puerto Rico, so steps to
and funding in rehabilitate neighborhoods, plazas, beaches, and piers in the area are
the last section of needed. Also needed are steps to enhance tourism operations at Puerto
this plan Rico’s world-famous beaches (Culebra, Rincón, etc.).
EMERGENCY SERVICES
MODERNIZATION AND
INTEGRATION
THE FUTURE IN FOCUS
Enhance public safety and first responders’ ability to deliver
reliable, integrated emergency services
Lessons learned from Hurricanes Irma and Maria suggest that
Puerto Rico’s capacity to respond to major emergencies needs to
improve at the state and municipal levels. A number of these needed
improvements are captured by capital investments discussed in the
previous section, such as upgrading communications channels used
by emergency response personnel, establishing data systems and
centers to support decisionmaking, particularly during the response
phase directly after an event, building capacity for treating acute and
chronic conditions during and after an emergency, and ensuring road
conditions allow first responders to reach people with acute needs
immediately. In addition, resources are needed to improve emergency
MUNICIPAL PERSPECTIVE
preparedness and support response and recovery planning by the
Nearly half of municipalities Government of Puerto Rico and municipalities.
suggested that specialized emer-
gency training and citizen aware- The effectiveness of emergency services
ness campaigns were needed also relies on building community
to prepare for future disasters. capacity and resilience so that emergency
Over a third stated that a new and services can prioritize the highest-risk
enhanced emergency response
situations during a major emergency.
and disaster mitigation plan for the
municipality—one that surveyed
For example, investments are needed to
capacities and evaluated flood and ensure that more residents can access SEE THE FULL
landslide hazards—was critical. clean water and power and maintain safe PORTFOLIO
About a third of municipalities housing, even during a major emergency. of strategies for
emphasized the need to build and Community resilience can also be built
maintain more supply centers and
Emergency Ser-
with investments that foster social
shelters that could be stocked vices Moderniza-
regularly.
cohesion and address long-term stressors
tion and details
Source: HSOAC survey of municipal staff which can destabilize communities (e.g.,
about cost and
chronic violence). By improving local
funding in the last
economies, addressing environmental
sustainability, and engaging in health section of this
promotion, Puerto Rico can build plan
communities that can better draw on their
own resources during a disaster.
AGRICULTURAL
MODERNIZATION AND
PROCESSING
THE FUTURE IN FOCUS
Modernize agriculture to promote greater productivity and
output and improve exports
The Puerto Rican agricultural sector suffers from (1) a lack of critical
mass to achieve greater productive capacity for both domestic
consumption and export; (2) outdated farming practices; (3) a general
failure to attract a younger workforce to sustain operations long term;
and (4) insufficient access to needed capital that stifles entrepreneurship
and growth.
Direct recovery support to existing farmers for hurricane-related
infrastructure damage and crop loss is needed first and foremost.
This support is intended to bring the agricultural industry back to its
pre-recovery baseline. To overcome the constraints that plague the
industry’s growth and to foster greater self-sufficiency and resilience,
training opportunities are needed. Training should address both the
labor shortages in the industry among younger workers and outdated
farming practices, using technology-driven and innovative approaches.
Young, newly trained workers need support to launch operations in a
land- and credit-constrained environment. One source of support is the
Revolving Loan Fund, a new financing program within the Economic
Development Bank that expressly supports innovative agricultural
enterprises and can encourage entrepreneurship in the industry.
This program would overcome the common failure of private industry
to provide adequate credit access to farmers that operate in a risky SEE THE FULL
environment. By providing a workforce trained in modern practices PORTFOLIO
and agricultural technologies an initial infusion of credit access from
of strategies
public funds, the hope is that the industry can collectively demonstrate
for Agricultural
creditworthiness to attract private financing. Finally, investment in
underdeveloped PRIDCO Parks could support conversion of unused Modernization
public buildings into controlled environment agricultural greenhouses and Processing
available for lease by private agricultural entrepreneurs. These modern and details about
“ag parks” can help attract young farmers to the industry and could cost and funding
work in conjunction with the training initiative. In addition, the parks in the last section
can be built to reduce climate risk by hosting controlled environment of this plan
agricultural practices (which may further ease private industry credit
constraints), and by enabling vertical hydroponics and other technology-
driven operations, they can ease the land constraints faced by Puerto
Rican farmers and increase productive capacity.
DIGITAL TRANSFORMATION
THE FUTURE IN FOCUS:
Build digital capabilities and workforce needed to
fundamentally transform key industry and government
processes, making them more user-focused, relevant, and
efficient at addressing local needs and delivering basic
services
Cutting-edge technologies along with a digitally skilled workforce
have the potential to improve public welfare by transforming
industries and public services ranging from transportation to health
SEE THE FULL care. Research suggests that technology-empowered governance—
PORTFOLIO sometimes referred to as “Smart Cities”—can enhance public services,
of strategies for improve asset monitoring, increase sustainability, and contribute
Digital Transfor- to infrastructure robustness. This approach leverages Internet and
mation and details communication technologies, mobile sensors, and networked devices
about cost and to monitor the status of assets, people, and infrastructure. The
funding in the last interconnected data can then be analyzed and synthesized to aid
section of this plan decisionmakers. Such a crosscutting initiative will require a series of
incremental and interdependent improvements. Two main elements
are necessary: (1) a mature technological infrastructure and hardware
to collect and integrate relevant data, while protecting privacy (much
of which is described in the capital investments); and (2) human
IMPROVE WASTE MAN- capital to transform the data into actionable recommendations for key
AGEMENT WITH TECHNOL- decisionmakers.
OGY
Other elements of digital transformation include data and technological
Mobile applications such as Recycle enhancements that can improve state and municipal administration
Coach allow officials to broadcast and finance systems and help make them more transparent. Data
information regarding changes in
improvement efforts can also enhance decisionmaking for health and
waste removal schedules, trans-
fer station status, and changes in
social services (e.g., through electronic medical records) and disaster
recycling policies. These applica- preparedness, surveillance of water-borne disease, public information
tions are specifically developed for and communication, and provide the tools needed for greater
state and local governments and opportunities in online or tele-education and tele-health.
have been successfully launched in
both the U.S. and the U.K. Using data In addition, efforts to grow Puerto Rico’s digitally proficient human
from sensors to optimize collection capital could be an important foundation to expand the use of new
strategies, and thus save money on technologies and innovative processes in Puerto Rico and reinforce
collection costs, as well as imple- Governor Ricardo Rosselló’s vision that Puerto Rico is “open for
menting sensors throughout the
business.” Expanding Internet access—for example, by using a “digital
process to automatically detect and
stewards” program to train residents to deploy increased wi-fi access
monitor public health risks related
to waste could also improve waste in public housing—can help foster essential skills needed for a digital
management. world (as described in the capital investments). Other avenues, such
ENTREPRENEURSHIP
THE FUTURE IN FOCUS:
Expand opportunities for entrepreneurship and
development of small to medium local business that can
compete globally to promote economic development
Increasing entrepreneurial opportunities in Puerto Rico will require
a comprehensive approach focused on rewarding initiatives while
creating a supportive ecosystem that encourages community
collaboration, provides access to startup capital funding, creates
advantage through education, and accelerates growth to gain access SEE THE FULL
to export markets. Migration to Puerto Rico needs to be encouraged PORTFOLIO
among populations likely to create job growth. Some elements of Entrepreneur-
inhibiting business startups include unduly complex or selective ship strategies
permitting processes and a low survival rate for startup companies in and details about
Puerto Rico. Business incubators can be used to support new business cost and funding
and industrial development, and educational and vocational programs
in the last section
are needed to support the workforce. This effort is also supported
of this plan
by directly investing in small to medium-sized local businesses and
reducing barriers and red tape (e.g., by streamlining the permitting
process for communications technologies). Also valuable is a system
that provides statistics, information, and data needed to establish
plans, strategies, and actions based on market studies, financing
options, and economic projections. Micro-financing is one way of
raising capital for startup businesses.
Partnering with universities and others within the education system
is also a critical path forward, consolidating entrepreneurial expertise
that could be applied in a more enterprise-wide approach. This would
help facilitate the development of “centers of excellence” linked to the
education system, supporting public policy, and industries benefiting
from regionally-aligned accelerators and incubators in Puerto Rico.
Private and public investment in various startup opportunities could
be through managed risk, as businesses initially focus on internal
markets while eyeing openings to export their goods and services. In
being able to see the investment and business climate in Puerto Rico
more clearly, more businesses will feel confident starting operations in
Puerto Rico.
ADVANCED MANUFACTURING
THE FUTURE IN FOCUS:
Address policy and structural barriers to increase
opportunities for investment and the growth of private/
public partnerships
This initiative is intended to address the declining manufacturing
capability within Puerto Rico by supporting entrepreneurial startups
to make the shift to larger-scale production and to develop and employ
more-advanced approaches and techniques (e.g., vertical integration,
intellectual property creation). For example, vertical integration can
help manufacturers gain a competitive advantage by controlling other
parts of the value chain that feed into or out of the manufacturing
component. Companies can do this by buying other entities, such
as buying key suppliers to ensure access to raw materials, or by
entering into contractual arrangements for goods and services at
a fixed rate. By giving manufacturers greater control over supply
SEE THE FULL chains and distribution networks, vertical integration often results
PORTFOLIO in cost savings and decreases network complexity. Investments that
of strategies for support the creation of intellectual property (data, tracking, creating)
Advanced Man- in a sustainable way can support a continuum of local businesses
ufacturing and stemming from research and development opportunities in Puerto
details about cost Rico, attract foreign capital businesses, and create export products to
and funding in drive Island-wide economic development.
the last section of In addition, joining the National Network for Manufacturing
this plan Innovation (also known as “Manufacturing USA”) would provide access
to their 14 institutes, each of which is focused on bringing together
capabilities in a specialized technology area to address challenges
in advanced manufacturing. The institutes are public-private
partnerships with manufacturers of all sizes, university partners,
regional and state organizations, nonprofits, and federal agencies.
Workforce development, institutional partnership development,
and advancement in manufacturing techniques and products can
transform human capital and intellectual property into an exportable
product for Puerto Rico. Current innovation efforts run by different
university campuses on the Island should be strengthened so that
their services are more connected to government entrepreneurship or
business development or assistance programs.
PRELIMINARY
DRAFT—JULY 8, 2018 | 130 | PRELIMINARY DRAFT—JULY 9, 2018
X
8
ESTIMATED COSTS
AND FUNDING FOR
PUERTO RICO’S
RECOVERY
A
s noted in the introduction, and explained in more
detail in Detailed Look at How the Plan Was Developed,
a combination of portfolios that addresses the full set
of strategic objectives by the Government of Puerto
Rico provided the basis for total cost estimates for the plan.
Most of these actions (roughly 90 percent) are focused on the
capital investments needed for Puerto Rico to recover. The
plan objectives described in this document would require
approximately $125 billion to fully fund. Some of these costs
have already been covered through FEMA allocations of existing
funds, and some will be covered by private insurance. Expected
future funding availability is detailed below. Costs for recovery
include repairing damaged assets to pre-storm conditions,
improving them to meet current regulations, such as building
codes and EPA regulations and, where cost-effective, improving
them so that they are more disaster-resilient (which may require
moving them). Improving the disaster-resilience of facilites
is proposed when it is judged to be cost-effective in terms of
lowering future disaster recovery costs. Some courses of action
involve repairing damaged assets and improving them in other
dimensions, such as more appropriate fuels for power plants or
upgraded electricity distribution or communications networks;
or establishing new kinds of activities that improve Puerto
Rico’s post-recovery future. Improving facilities and capabilities
is proposed when it is judged to be cost-effective in terms of
raising Puerto Rico’s economic prosperity; this will also generally
Total costs
(in millions)
$124,600
$6
$39
$140
$6,200 STRATEGIC
$120 INITIATIVE
$160 $6,400
$560 Upfront costs
$3,000
(in millions)
$3,100
$101,300
$3,100
$7,500 $72
$6,100
$68
$8,400 STRATEGIC
$27
$65
INITIATIVE
$2,700 $6,200
$1,800
$2,100
$11,000
$16
$6,300 Annual costs*
(in millions)
$23,300
CAPITAL $9,700
$6
INVESTMENT $39
$23,000
$118,200 $66
$130
$55
$130 STRATEGIC
$490
$230 INITIATIVE
$23,000 $1,300 $200
$1,000
CAPITAL
INVESTMENT
$25,000 $95,100
$7,500
$19,000 CAPITAL
INVESTMENT
$2,100
$23,100
$1,300
$8
$33,000
$6,400
$30,000
$2,500
*
Annual costs reflect a total of annual
costs across 11 years from 2018-2028.
The three bars are not in proportion to each other for legibility. Sector costs have been
rounded so may not add up to the totals shown.
Transportation Public Buildings Communications/IT Water Health and Social Services Education Cross-sector
Estimated potential costs for the energy sector were derived from a cross-walk of courses of action against those in Build Back Better Puerto Rico and the Puerto
Rico Energy Working Group (PREWG) Build Back Better: Reimagining and Strengthening the Power Grid of Puerto Rico plans. In both of these reports, the total
cost to “build back better” was just under $18 billion. Our courses of action included some additional activities (e.g., studies and analysis to support decisions as
provided by cost team) and total to $22 billion.
increase its tax base, and thus its financial ability to respond to
disasters. The chart on the next page provides the breakdown
of costs (including initial upfront and annual operations and
maintenance) by sector where cost estimates were available.
Actions in the precursor portfolio are all capital investments,
thus the cost for this portfolio is reflected along with the cost of
the actions for other capital investments.
This section of the plan also identifies in broad terms the classes
of potential funders, and estimates the order of magnitude of the
funds they may be able to provide.
sources. It is clear that multiple federal agencies, as well as the private sector,
including philanthropies, will play a part in funding recovery. Although the
funding available and the amount Puerto Rico will receive are uncertain,
resources needed for recovery do exist and Puerto Rico will make a vigorous
and concerted effort to obtain them.
Eight categories of resources, six of which involve U.S. government (USG) aid,
are potentially available. These are discussed below.
Funds from the Disaster Relief Fund (DRF), as provided for in the
Stafford Act.
• Individual Assistance (IA) grants for immediate relief and assistance to
individuals and households. The recovery plan only considers Housing
Assistance as a recovery funding source, not Other Needs Assistance.
• Public Assistance (PA) grants for repairing, restoring, and replacing
facilities damaged by the disaster. The recovery plan only considers
Permanent Work (Categories C–G) as a recovery funding source, not
Categories A–B. Section 406 hazard mitigation funds are part of PA.
• Hazard Mitigation Grant Program (HMGP) grants to reduce the hazard
risk of damage, hardship, loss, or suffering from future disasters.
$1 Billion
DRF Public
Assistance (PA)
(Categories C–G) $26.7B $33.4B $37.4B
DRF Hazard
Mitigation (HMGP) $3.0B $3.0B $3.0B
Other from
Supplementals $15.9B $21.2B $26.4B
Steady-state
Federal Programs $1.6B $3.3B $4.9B
Non-USG
Philanthropic and
Private Sector $0.2B $1.5B $3.0B
Non-USG sources
• Private insurance proceeds will be available to support some recovery.
• Private philanthropic and volunteer groups are already contributing to
the Puerto Rico recovery, and additional funding may also be available
from sources such as philanthropic private and corporate foundations,
as well as public/private partnerships. Venture capital is another ACTION PLAN FOR
potential source, which would only be available if the investors SPENDING CDBG-DR
expected a market rate of return on the investments. FUNDING
While total resources available to Puerto Rico for recovery funding are This recovery plan aligns
uncertain, the graphic below identifies a range of funding possibilities with many of the activities
that the Government of
from low to high, which have been reviewed with FEMA and other outside
Puerto Rico laid out in its
experts. action plan, submitted on
DRF sources June 14, 2018, for how it
will spend the $1.5 billion
FEMA administers the DRF, which serves the entire nation. Congress, in CDBG-DR funding that
which is responsible for ensuring the DRF has adequate funding to meet it was initially allocated.
current and anticipated needs, appropriated $50 billion to the DRF in the However, there are some
differences in actions and
three disaster-related supplemental bills of late FY 2017 and early FY
funding levels between
2018 (PL 115-56, PL 115-72, and PL 115-123). The amount of funding to the action plan and this
be received by applicants in Puerto Rico will depend on the eligibility of recovery plan, primarily
specific recovery costs for DRF program support. The amount is therefore because the action
uncertain and this uncertainty is reflected in the high, medium and low plan addresses only a
estimates. These estimates are FEMA’s latest assessment of how much IA, fraction of the anticipated
funding—$1.5 billion
PA, and HMGP will eventually be allocated to Puerto Rico recovery. Below,
allocated in February
the PA estimate will be broken down by sector. 2018 out of $18.4 billion
Funding from disaster-related supplemental bills announced a month later.
Once HUD publishes the
CDBG-DR funds were appropriated in the supplemental bills PL 115-56 requirements for the
and PL 115-123, and HUD has allocated $19.9 billion to Puerto Rico’s additional funding, the
recovery. Separate from CDBG-DR and the DRF, the three disaster-related Government of Puerto
supplemental bills of late FY 2017 and early FY 2018 also included $35 Rico will develop additional
action plans for how those
billion of appropriations to federal agencies for specific disaster-relief
funds will be spent.
activities (listed in the Congressional Research Service’s 2018 report). Not
all of the funds will be available to support the actions in this recovery
plan for two reasons. First, some of the funds—about $4.5 billion, based
on the Congressional language—are dedicated to federal expenses (e.g.,
agencies repairing their own hurricane-damaged facilities). Second,
Puerto Rico will compete for the remaining $30.5 billion with other
states impacted by Hurricanes Irma and Maria, Hurricane Harvey, recent
wildfires, and other disasters. The medium projection is that $21.2 billion
of those funds will be available to Puerto Rico, based on the CDBG-DR
allocation. The low and high cases reflect uncertainty about the ultimate
allocation of the funds across those states.
FEMA (Other)1
HUD (Other)2
NON-USG
CDBG-DR
HMGP
DHHS
USDA
DOC
DOT
DOE
DOL
NSF
SBA
EPA
DOI
ED
PA
IA
COMMUNICA-
TIONS/IT
COMMUNITY/
CAPACITY
ECONOMY
EDUCATION
ENERGY
HEALTH/SOCIAL
SERVICES
HOUSING
MUNICIPALITIES
NATURAL/
CULTURAL
RESOURCES
PUBLIC
BUILDINGS
TRANSPOR-
TATION
WATER
1. FEMA (other) includes the National Flood Insurance Program, Emergency Management Performance Grant, Dislocated Workers Program, port security
grants, and the Pre-Disaster Mitigation Program, among others.
2. HUD (other) includes the CDBG Entitlement Program, Capital Fund Program, Rental Assistance Demonstration Program, Choice Neighborhoods Program,
Section 18 (Demolition/Disposal), Energy Performance Contracting, and Housing Choice Voucher Program, among others.
EXAMPLES OF
CHARITABLE
FOUNDATIONS
CONTRIBUTING
TO THE RECOVERY
EFFORT
Nonprofit
Puerto Rico. P3s generally use some degree of private funds and
financing to address public infrastructure needs in exchange for PUBLIC/PRIVATE
a percentage of future revenue. P3s have been used throughout PARTNERSHIPS
the U.S. for building or expanding toll roads, with private AUTHORITY (P3
companies and banks funding construction or operations in AUTHORITY)
exchange for retaining toll revenues. Similarly, several cities
The Puerto Rico Public
have supplemented their public housing system with P3 mixed- Private Partnerships
use development, with developers setting aside a certain number Act was passed in
of units in a building as low-income housing in exchange for 2009 to “identify
government concessions, such as access to specific land or tax innovative measures and
incentives. P3s are also often used for the redevelopment of nontraditional vehicles
that promote and render
downtown city spaces and waterfront areas, in an effort to bring
economic development
in businesses, new residents, and tourists. feasible, provide the People
Puerto Rico has already implemented several major P3 projects in with the required public
services, and allow the
transportation since the creation of the P3 Authority. Luis Muñoz
Government to stabilize its
Marín International Airport in San Juan, the largest passenger finances.”
airport on the Island, has been operated since 2013 by the joint
venture Aerostar. It is the only major privatized airport in the In addition to establishing
a policy of creating public/
United States. Two toll roads, PR-22 and PR-5, have been operated
private partnerships (P3s),
by Metropistas since 2011. Other P3 agreements, such as the the Act created the Public
Teodoro Moscoso bridge and the Tren Urbano, pre-date the P3 Private Partnerships
Authority. Authority (P3 Authority),
which has broad powers
P3s are appealing when public funding is tight or politically to identify, evaluate, and
fraught. P3s can be a viable way of injecting immediate resources select P3 projects. These
into much-needed infrastructure projects. They can add financial projects may cover diverse
flexibility and bring corporate innovation and technology to solve aspects of Puerto Rico’s
infrastructure problems. In addition, P3s give private partners economy and government
services, including solid
a profit incentive to avoid delays. P3s can spread risk among
waste facilities (e.g.,
several stakeholders, lightening the burden on government to waste-to-energy and
undertake complex projects. However, P3s are not without risks. recycling facilities); water
Even with private financing, the money to recoup the project and energy infrastructure
costs must still come from somewhere, either through taxes or (e.g., renewable energy
user fees. projects); transportation
infrastructure; health
For the most part, P3s function best when the process is care, educational, law
transparent and accountable, the future revenue is sufficient and enforcement, and
known, the project benefits the population equitably, and the P3 penitentiary facilities;
low-income housing;
addresses a fundamental need. In addition, for P3s to function
communications
effectively and efficiently, they should be integrated into a infrastructure; and
coordinated and centralized plan and be managed by a consistent recreational, cultural, and
governing body of leaders and invested stakeholders. tourism facilities.
A COMMITMENT
TO TRANSPARENCY
Prioritizing fiscal transparency and strong
“
governance
Transparency is a key guiding principle of Puerto Rico’s entire
recovery process. To ensure the economic development and recovery “Our commitment
courses of action described in this recovery plan will be implemented is to have the most
in a way that promotes fiscal transparency in recovery investments,
processes are needed to both track progress of these actions and
transparent rebuilding
help prevent waste or abuse of disaster funding. In addition to the process in the history of
body of legislation that already addresses these issues (see box), the disasters in the United
Government of Puerto Rico has been embedding such processes in the States and to make
recovery effort, particularly through the procurement and contract
Puerto Rico stronger
policies and procedures of the Central Recovery and Reconstruction
Office (later renamed the Central Office of Recovery, Reconstruction, than before.”
and Resilience). —Governor Ricardo
Rosselló
Central Recovery and Reconstruction Office of Puerto Rico (Interview with National Public
R adio, November 2017)
Issued by the Governor on October 23, 2017, Executive Order 2017-065
authorized the creation of the Central Recovery and Reconstruction
Office (later renamed the Central Office of Recovery, Reconstruction,
and Resilience or COR3) as a division of the P3 Authority, to centralize
control and oversight of the recovery and reconstruction of Puerto
Rico. The COR3 was created following global best practices, such as
those used in New Jersey, Louisiana, New York and New Zealand,
to ensure accountability and coordination of the disaster recovery
efforts expected by residents of Puerto Rico and U.S. taxpayers.
It will ensure that the Government of Puerto Rico can implement
reconstruction efforts with efficiency, effectiveness, and transparency,
while capitalizing on opportunities to build back in a way that makes
Puerto Rico better, stronger, and more resilient.
| 146
| 146
| | PRELIMINARY DRAFT—JULY 9, 2018
TRANSFORMATION AND INNOVATION IN THE WAKE OF DEVASTATION: AN ECONOMIC AND DISASTER RECOVERY PLAN FOR PUERTO RICO
Independent
Audit PR-OIG
Committee
Joint Legislative DHS-OIG
Commission HUD-OIG
P3 BoD PR-OEG
COR3
Procurement PR
group comptroller
the islands. This site has been used in the months following the
hurricanes to keep the public informed about response efforts,
and the Government of Puerto Rico is in the process of building
a similar transparency portal to share information about the
recovery.
The Government of Puerto Rico has contracted with CGI for data
management services around disaster recovery. One element
of that work is to develop and maintain a website that presents
data about federal funds that have been requested, obligated,
and disbursed for projects at the municipal level. The data may
also be presented in other ways, such as by category of FEMA PA
funding, or by the Government of Puerto Rico agency managing
the funds.
COR3
Director
Advisor: Deloitte Advisor: ICF Advisor: CGI Advisor: ICF Navigant is providing
Role: Recovery strategic Role: Project Role: Data Role: Grant claim technical assistance to
and compliance services, formulation (PA/ management, review, including the energy sector
including HMGP), including including • review and
• coordination of all • technical assistance • grants recommendation
federal funding sources to state agencies, management on requests for
in response to recovery municipalities, and system across all reimbursements
activities private nonprofits federal granting or advance of
• development of guidance in development of programs funds.
documentation to project worksheets • transparency in
implement federal policy • assistance reporting recovery
and regulation across all managing FEMA progress both
disaster recovery funding and/or other federal externally and
resources grants internally
Water
COMMUNICATIONS/
I.T.
WATER
Puerto Rico recovery indicators
Education
How the people of Puerto Rico will measure success
HEALTH/SOCIAL
IN PROGRESS
Infrastructure SERVICES
INDICATOR NAME POSSIBLE SOURCE DEFINITION
| 17 |
Small business
Bureau of Labor Statistics Net number of start-up businesses
growth
Puerto Rico
Visitor economy Average number of nights of lodging rented
Tourism Company
Water and wastewater Puerto Rico Aqueduct Number of water and wastewater
treatment and Sewer Authority treatment plants in operation
PLAN IN ACTION
T
his plan describes key priorities and actions intended
to propel Puerto Rico toward social and economic
transformation. How these priorities and actions are
planned, implemented, maintained, and monitored over
time will determine whether Puerto Rico is ultimately able to
realize its ambitious vision. It is also key that the plan considers
the complexity of implementation—that is, the interplay of sectors
within a system that supports the physical, human, and natural
capital that is integral to ongoing resilience development. This
section of the plan summarizes the importance of creating an
environment for innovation in Puerto Rico, balancing speed
and deliberation over the recovery continuum, preparing
for transition for individuals receiving federal aid, and
communicating effectively about recovery progress from diverse
perspectives.
Infrastructure
Emergency shelter repair Strategic
recovery stages.
initiatives
Debris removal Energy grid
restoration
CONCLUSION
O
ver the past year, Puerto Rico has been
creating and putting to work plans to
transform itself. Transformation and
Innovation in the Wake of Devastation
builds on this work in fundamental ways, proposing
a path to a more equitable and prosperous society for
all Puerto Ricans. The voices of citizens and mayors,
agency heads, representatives from FEMA and other
federal agencies, subject matter experts, and other
stakeholders have been brought together in this
plan. Informed by research and thoughtful analysis,
Puerto Rico has developed a comprehensive plan
that goes far beyond simply building back what was
destroyed by the hurricanes, and instead looks to a
future that is resilient to shocks, be they economic or
natural.
Achieving this vision will have costs and require
patience, but in the end, the benefits will be shared
by the people of Puerto Rico, the taxpayers of United
States, and communities around the world facing
similar challenges. Adelante, Puerto Rico. El camino
será difícil, pero un futuro deslumbrante nos espera.
DETAILED ACTIONS
B
elow are the full sets of actions—for each plan objective focused on precursors to
recovery, capital investments, and strategic initiatives—that have been identified as
necessary to support Governor Ricardo Rosselló’s vision for recovery, resilience, and
economic growth.
As noted in the “Developing the Plan” section, while cost-benefit and feasibility analyses
for each course of action were not possible, when developing courses of action the teams
considered their responsiveness to needs, level of innovation, and alignment with the evidence
base (e.g., based on best or promising practices). Further, the approach to estimating the
rough-order-of-magnitude cost of each individual course of action was based on the specific
nature of the action and the available sources of information robust enough to inform the
estimate. Total estimated costs include both upfront and annual costs, where applicable.
These figures should be regarded as preliminary pending greater detail about specific
implementation activities and the completion of ongoing damage assessments.
Also as discussed in “Developing the Plan,” analyses of funding sources for the courses
of action identified included U.S. government aid and nongovernmental funding sources.
In addition, eligibility requirements for many supplemental funding elements are still
unspecified. Therefore, funding sources identified below are notional at this time. Suggestions
about possible implementers are also preliminary because details about how the courses of
action will be put into effect will not be known until there is additional clarity about available
funding and associated criteria.
Because the recovery plan is crosscutting and integrated, some courses of action support
multiple objectives. These actions appear under each relevant objective. However, their
cost is not counted more than once when estimating the total cost of the proposed recovery
plan. Some courses of action identified below may portray overlapping or complementary
activities; as additional details about these activities become available, refinements will
ensure alignment of efforts that avoid duplication. The courses of action are not numbered
sequentially because some actions were eliminated during the development process.
The following sections contain detailed portfolios of actions for each plan objective.
Section 1: Precursors
Section 2: Capital Investments
Section 3: Strategic Initiatives
COURSES OF ACTION
Precursors
START WITH
A STRONG
FOUNDATION
CPCB 11 MUN 7
Cross-Sector Coordination Create and Implement a Model
in Infrastructure and of Regional Service Delivery
Implementation and Planning
Hire 5 experienced planners to serve as Cross- Design, adopt, and fund a regional public
Sector Infrastructure and Implementation service delivery and planning model based on
Leaders (CIIL) whose dedicated role within a collaborative decision making process that
COR3 will be to ensure collaboration and includes all levels of government, citizens, and
coordination between sectors when major other stakeholders. This action could include
infrastructure projects are proposed or are the GPR delegating services to municipalities
being developed. and regional entities, and municipalities
potentially consolidating the delivery of
Potential benefits: Ensures cross-sector
services as well.
integration during infrastructure planning and
development projects. Increases transparency Potential benefits: Helps municipalities
of infrastructure planning. Integrates plan more effectively and deliver particular
sector needs during development and services more efficiently. Saves money by
implementation. using economies of scale. Reduces duplication
of efforts. Fills service gaps and improves
Potential costs: $6.8 million in total estimated
transparency. Clarifies roles during emergency
costs
response.
Potential funder(s): HMGP, CDBG-DR,
Potential costs: $7.8 million in total estimated
Government of Puerto Rico
costs
Potential implementer(s): Government of
Potential funder(s): CDBG-DR, Government of
Puerto Rico
Puerto Rico, municipalities
Potential implementer(s): Government of
Puerto Rico, municipal governments
ECN 6 MUN 9
Improve Data Collection, Enhance Transparency and
Analysis, and Presentation Improve Service Delivery
Implement policies to improve the collection, Through Municipal Service
analysis, and presentation of publicly available Request Fulfillment and
data, including (1) updating tax rolls and Tracking Systems
land registries; (2) preparing timely, audited Implement technology-based mechanisms
financial reports; (3) improving collection (such as electronic portals and 311 systems)
and storage of economic information such to increase accessibility and transparency of
as national and tourism satellite accounts; municipal government services.
(4) providing information about public sector
Potential benefits: Increases efficiency,
programs and policies; and (5) cataloging
transparency, and accessibility of municipal
current intellectual property and patents held
service delivery. Saves taxpayer money.
by citizens of Puerto Rico.
Improves service outcomes.
Potential benefits: Decreases levels of
Potential costs: $110 million in total estimated
uncertainty for investors and the public,
costs
informs resource allocation decisions, and
promotes innovation. Potential funder(s): DOL, U.S. Department of
Education, private sector, nongovernment
Potential costs: $55 million in total estimated sources
costs
Potential implementer(s): Municipal
Potential funder(s): DOC EDA, USDA governments
Potential implementer(s): PRPB, PRTC,
Institute of Statistics, other GPR agencies,
MUN 18
federal agencies
Develop and Publicly Report
Key Municipal Performance
Indicators
Develop key performance indicators (KPIs)—in
collaboration with the Government of Puerto
Rico, municipal officials, and citizen groups—
for services provided by municipal and state-
level government. Track and publicly report
KPIs regularly.
Potential benefits: Improves government
transparency, citizen confidence, and
performance management. Allows rapid
identification of issues and reallocation of
resources to meet citizens’ needs more
effectively.
Potential costs: $600,000 in total estimated
costs
Potential funder(s): CDBG-DR, SBA, private
sector
Potential implementer(s): Government of
Puerto Rico, municipal governments
CPCB 12 MUN 16
Capacity Building for Financial Build the Capacity of
Management Municipalities to Apply for,
Conduct a study that will re-evaluate the Secure, and Manage Grants
current state of the Government of Puerto Assess municipal governments’ current
Rico’s grant management processes and capacity and skillset to apply for and manage
workforce in light of the increased volume federal and other grants. Provide technical
and pace of work associated with hurricane assistance and training to increase grant
rebuilding efforts. Anticipate the hiring of management capacity and skills. This action
10 additional FTE financial management will be a critical need as federal and other
personnel as result of study. funding flows to Puerto Rico for recovery-
Potential benefits: Ensures that funds related projects.
earmarked for rebuilding efforts are spent Potential benefits: Improves ability of
efficiently and in accordance with regulations municipal governments throughout Puerto
and accounting practices. Allows the financial Rico to access and successfully implement
management workforce to cope with the grant funded programs, particularly federal
additional workload resulting from rebuilding grants for recovery efforts.
efforts.
Potential costs: $3.4 million in total estimated
Potential costs: $15 million in total estimated costs
costs
Potential funder(s): CDBG-DR, Government of
Potential funder(s): HMGP, CDBG-DR Puerto Rico
Potential implementer(s): Puerto Rico Federal Potential implementer(s): Puerto Rico Office
Funds Management Office of Management and Budget, University of
Puerto Rico, municipal governments
CPCB 13 ECN 36
Training Workshop on Best Establish Matching Fund Set
Practices in Post-Disaster Aside
Procurement Set aside at least $10 billion from unrestricted
Organize a conference that convenes chief CDBG-DR funding to provide the 10 percent
acquisition officers, contract officers and to 20 percent needed for the Government of
other procurement experts from the mainland Puerto Rico to obtain matching federal grants,
U.S. who were involved in rebuilding after which would unlock billions of dollars in
Hurricanes Katrina, Harvey and Sandy, along additional federal funding.
with officers and experts in Puerto Rico. Potential benefits: Allows the Government
Produce conference proceedings and a guide of Puerto Rico to access the $50 billion to
to post-disaster procurement for innovation $100 billion that the federal government can
and resilience. provide through FEMA, USDA, EPA, DOC EDA,
Potential benefits: Provides a forum for and other federal agencies to help rebuild
people with post-disaster experience to and repair public buildings, roads, and other
train Puerto Rico procurement officers and infrastructure.
share best practices. Provides a networking Potential costs: N/A ($10 billion in total
opportunity among professionals in disaster estimated costs as a cost-share requirement;
management. no costs applicable to the total cost of the
Potential costs: $400,000 in total estimated plan)
costs Potential funder(s): CDBG-DR
Potential funder(s): CDBG-DR Potential implementer(s): Puerto Rico
Potential implementer(s): Puerto Rico Federal Executive Branch
Funds Management Office, chief acquisition
officers, contract officers, procurement
ECN 4
experts
Enact “Pure” Fiscal Policies
Implement policies to reduce public spending,
adjust the level of public spending relative to
revenue, or increase the revenue base of the
Government of Puerto Rico by enforcing tax
compliance.
Potential benefits: Improves access to credit
markets and reduces economic uncertainties
in the public and private sectors. Increases
confidence of private investors in the
Commonwealth of Puerto Rico.
Potential costs: To be determined
Potential funder(s): To be determined
Potential implementer(s): Puerto Rico
Executive Branch
MUN 1 CPCB 9
Establish an Emergency Fund Coordinated Local Recovery
for the Government of Puerto Planning Process
Rico and Municipalities Establish a process by which all the
Establish an emergency fund for the municipalities that were severely affected
Government of Puerto Rico that can also by the hurricanes develop their respective
be used by municipalities during disaster recovery and reconstruction plans in a
response and recovery. This fund would common, coordinated way. This action
provide financial assistance for extraordinary provides support—in the form of a dedicated
expenses incurred during future disasters, Local Disaster Recovery Manager—to
and could be modeled on examples from the municipal governments that need to
continental United States. coordinate the implementation of a large
number of recovery projects.
Potential benefits: Improves efficiency and
effectiveness of emergency response and Potential benefits: Provides an opportunity
recovery by allowing municipalities to manage to address long-standing problems,
and disburse emergency funds directly. Allows specifically the fragmented delivery of
municipalities to continue to fund response federal resources, both over time and among
and recovery activities while they are awaiting numerous programs, which leads to ad hoc
reimbursements from FEMA or payouts from decisionmaking and a piecemeal recovery.
insurance companies. Potential costs: $51 million in total estimated
Potential costs: N/A costs
MUN 12 ECN 1
Create Regional Economic Lower Cost/Increase Ease of
Development Plans Doing Business
Provide technical assistance to municipalities Decrease the overall cost and increase
to help create municipal and regional-level ease of doing business across Puerto Rico,
economic plans that align with the overall including labor costs, input costs, tax costs,
economic development goals of the GPR. and transaction costs in dealing with the
Plans will include workforce assessments, government by modifying federal and state-
identifying industries with the highest level government policies.
potential in each region, identifying needed Potential benefits: Stimulates investment and
infrastructure, and providing training. economic growth across nearly all sectors by
Potential benefits: Ensures each municipality reducing policy-induced barriers to business
will be part of an economic development activity, resulting in decreased outmigration
plan to improve workforce training and due to economic conditions over the short-
employment, increase the level of economic and long-term.
activity, and contribute additional revenues to Potential costs: To be determined
municipal governments and local economies.
Potential funder(s): To be determined
Potential costs: $6 million in total estimated
costs Potential implementer(s): Government of
Puerto Rico
Potential funder(s): CDBG-DR, SBA,
municipalities
ECN 44
Potential implementer(s): Government of
Puerto Rico, municipal governments
Permanent Exemption of
Puerto Rico from the Jones Act
Potential implementer(s): Puerto Rico Office
Support efforts to work with the federal
of Management and Budget, University of
government to provide a permanent
Puerto Rico, municipal governments
exemption to enforcing the Jones Act for
Puerto Rico, similar to the exemption in place
for the U.S. Virgin Islands.
Potential benefits: Decreases cost of shipping,
which is expected to (1) lower the price
of every imported item used by business,
consumer, government, and agricultural
concerns in Puerto Rico; and (2) lower the cost
of exporting items from Puerto Rico. Results
in less expensive energy and lifts impediments
to Puerto Rico evolving as an international
transshipment hub.
Potential costs: To be determined
Potential funder(s): To be determined
Potential implementer(s): GPR Congressional
delegation
ECN 45 ECN 2
Enable Puerto Rico to Become Implement Workforce
an International Air Cargo and Development Programs
Passenger Hub Implement policies and activities such as
Encourage the federal government to amend the creation of regional training centers
Title 49 Section 41703(e) of the U.S. Code (the to support education and training of the
“Stevens Amendment”) to include Puerto Rico workforce, especially the unemployed,
and to allow for cargo transfers. The Stevens underemployed, and those in training for
Amendment allows foreign cargo aircraft employment, with a focus on persons
that stop in Alaska to proceed to other cargo disproportionately affected by disaster who
airports within the United States. Reestablish are in high-need occupations.
the “transit-without-visa” program. Potential benefits: Improves labor force
Potential benefits: Boosts air cargo activity participation rates, engages those not
and creates additional economic opportunities currently or not gainfully employed, and
for the air industry in Puerto Rico by increases the labor force’s years of education,
transforming airports into major international which should benefit both individuals and the
air cargo hubs. Reimplementing the transit- economy.
without-visa program in Puerto Rico will help Potential costs: $68 million in total estimated
promote tourism by easing air travel. costs
Potential costs: To be determined Potential funder(s): CDBG-DR, DOL, U.S.
Potential funder(s): To be determined Department of Education, FEMA Dislocated
Workers Program, nongovernment sources
Potential implementer(s): GPR Congressional
delegation Potential implementer(s): P3, Puerto Rico
Department of Labor and Human Resources
COURSES OF ACTION
Capital
Investments
BUILD RESILIENT
COMMUNITIES,
MODERNIZE
INFRASTRUCTURE,
AND RESTORE
THE NATURAL
ENVIRONMENT
ENR 1 ENR 2
Establish and Enforce Best Design, Build, and Maintain
Practices for Electricity Grid “Islandable” Portions of the
Align grid standards with industry best Electricity Grid
practices—tailored to the unique conditions Design and create an “islandable” grid that
in Puerto Rico—and ensure timely compliance can balance generation and load to continue
and enforcement. delivering localized electricity if other portions
Potential benefits: Increases knowledge of of the system fail. Strategically install, test,
system components. Increases ready access and maintain microgrids with an adequate
to replacement parts. Lowers maintenance inventory of replacement assets.
costs. Allows for faster repairs, a broader Potential benefits: Allows for more
range of material and supplies that can be resilient electricity and potentially improved
used, and synergies with other endeavors, e.g., environmental performance (and improved
the installation of new technologies and the public health). May save money depending on
establishment of a resilient grid. relative electricity rates. Promotes economic
Potential costs*: $1 million in total estimated growth through less price volatility and
costs potentially improved access to electricity.
Potential funder(s)*: CDBG-DR, FEMA NFIP, Potential costs*: $1 billion in total estimated
U.S. Department of Energy, EPA, NOAA, PREPA, costs
private sector, nongovernment sources Potential funder(s)*: CDBG-DR, FEMA NFIP,
Potential implementer(s)*: PREPA, new private U.S. Department of Energy, EPA, NOAA, PREPA,
owner/operators, PREC, U.S. Department of private sector, nongovernment sources
Energy Potential implementer(s)*: PREPA, U.S.
Department of Energy, private industry,
public-private entities, municipalities
1
As of June 21, 2018, GPR authorized the privatization of PREPA generation assets following the development of a 30-year
plan.
ENR 3 ENR 4
Design and Build a Supporting Perform Routine Operations
Infrastructure for the and Maintenance Informed by
Electricity System‚ Including Periodic Risk Assessment
Communications Increase operational capability and resilience
Strengthen the electricity system through with ongoing risk assessments and predictive
improvements to supporting infrastructure maintenance. This action includes periodic
such as control centers, communication risk assessments that will inform maintenance
systems, and collection systems. efforts of the electrical system. A survey of
industry best practices will help inform and
Potential benefits: Improves communications
implement a predictive maintenance effort.
and systems that allow faster response to
disruptive events. Leads to an electricity Potential benefits: Improves understanding
supply that is less impacted by threats and of potential risks. Improves the use of funds
hazards. Promotes economic growth with a for capital investments and maintenance.
more reliable and resilient energy supply. Supports an electricity supply that is more
reliable. Promotes economic growth with a
Potential costs*: $200 million in total
more reliable energy supply.
estimated costs
Potential costs*: $500 million in annual total
Potential funder(s)*: CDBG-DR, FEMA NFIP,
costs
U.S. Department of Energy, EPA, NOAA, PREPA,
private sector, nongovernment sources Potential funder(s)*: CDBG-DR, FEMA NFIP,
U.S. Department of Energy, EPA, NOAA, PREPA,
Potential implementer(s)*: PREPA, PREC, new
private sector, nongovernment sources
private owner/operators
Potential implementer(s)*: PREPA, new private
owner/operators
ENR 5 ENR 6
Design and Build Hardened Improve Grid Assets’ Resilience
Grid Assets to Support Critical to Flooding
Infrastructure Prioritize hardening the grid to flooding. This
Prioritize the hardening of electricity and action includes (1) altering floodplains; (2)
distribution assets. Design assets that enable altering asset types to reduce vulnerability;
rapid response time for electricity to support (3) reducing exposure by moving, raising,
other critical infrastructure. This action or waterproofing assets; (4) strengthening
includes (1) policy guidance to clarify a plan assets against hydrostatic and hydrodynamic
for outages of a reasonable duration at critical pressures; (5) decommissioning assets where
facilities and enforce these standards where flood risks are too costly to mitigate; and (6)
they already exist, (2) energy solutions for expediting repairs to reduce mold and rot
homes with electricity-dependent medical damage.
needs, and (3) a program to increase energy Potential benefits: Creates a more reliable
reliability to critical water pumps systems. and resilient electricity supply. Reduces
Potential benefits: Promotes economic maintenance costs. Allows for the integration
growth by creating a reliable electricity supply of hydropower, and synergies with other
that is less impacted by threats/hazards. endeavors such as microgrid installation.
Potential costs*: $3 million in total estimated Potential costs*: $1 billion in total estimated
costs costs
Potential funder(s)*: CDBG-DR, FEMA NFIP, Potential funder(s)*: CDBG-DR, FEMA NFIP,
U.S. Department of Energy, EPA, NOAA, PREPA, U.S. Department of Energy, EPA, NOAA, PREPA,
private sector, nongovernment sources private sector, nongovernment sources
ENR 7 ENR 8
Improve Grid Assets’ Resilience Maintain Disaster-Resilient
to High Windspeeds Generation Assets
Prioritize hardening the grid to high wind Prioritize the maintenance of generation
speeds. This action includes (1) underground assets that were resilient to hurricane
high-risk lines for critical loads, (2) design damage or that were built during the power
and install poles and towers to withstand 150 restoration efforts and are resilient to future
mph winds per U.S. standards, (3) vegetation disasters. This action includes (1) assessing
management, (4) reduce transmission and the current state of generation assets, (2)
distribution distances by moving generation establishing a generation asset maintenance
closer to load centers, (5) decommission budget, and (3) conducting routine
assets where wind risks are too costly to maintenance efforts.
mitigate, and (6) establish dual-use programs Potential benefits: Prepares the generation
to better manage third-party use of assets. system for disaster impacts. Uses recovery
Potential benefits: Creates a more reliable funds for rebuilding other aspects of the
and resilient electricity supply. Reduces energy system. Promotes economic growth
maintenance costs. Allows for synergies from a reliable, cost-effective energy supply.
with other endeavors, such as microgrid Potential costs*: $2 billion in total estimated
installation. costs
Potential costs*: $3 billion in total estimated Potential funder(s)*: HMGP, U.S. Department
costs of Energy, EPA, NOAA, PREPA, public sector
Potential funder(s)*: CDBG-DR, FEMA NFIP, investment companies
U.S. Department of Energy, EPA, NOAA, PREPA, Potential implementer(s)*: PREPA, U.S.
private sector, nongovernment sources Department of Energy
Potential implementer(s)*: PREPA, U.S.
Department of Energy
ENR 9 ENR 10
Design and Build Fuel Supply Design and Build Adequate
Chain to Provide Reliable Ancillary Services for the Grid
Energy Source Improve the availability of ancillary services by
Improve the fuel supply chain from port to (1) upgrading generation black start capacity;
end use. This action includes (1) increasing (2) repairing or replacing damaged or high-
investment in the fuel stockpile, (2) expanding risk supervisory control and data acquisition
the number of storage facilities, (3) increasing systems; (3) installing spill prevention, control,
the number of—and strategically locating— and containment; (4) selectively installing
trucks and trained workforce to deliver fuel, redundant battery systems and backup
and (4) expanding the size of existing shipping generators for charging; (5) replacing damaged
ports. transformers; (6) installing high side switches
or circuit breakers; and (7) expanding the
Potential benefits: Diminishes vulnerability to
use of renewable and distributed energy
fuel price spikes and enables the distribution
resources.
of emergency fuel to geographically dispersed
areas. Potential benefits: Creates a more stable,
resilient electricity supply. Allows for
Potential costs*: $700 million in total
synergies with other endeavors. Promotes
estimated costs
economic growth.
Potential funder(s)*: HMGP, CDBG-DR, FEMA
Potential costs*: $1 billion in total estimated
NFIP, U.S. Department of Energy, EPA, NOAA,
costs
PREPA, private sector, nongovernment sources
Potential funder(s)*: HMGP, CDBG-DR, FEMA
Potential implementer(s)*: PREPA, U.S.
NFIP, U.S. Department of Energy, EPA, NOAA,
Department of Energy
PREPA, private sector, nongovernment sources
Potential implementer(s)*: PREPA, PREC
ENR 11 ENR 12
Design and Deploy Coordinate Federal and State
Technologies to Improve Real- Emergency Response with
Time Information and Grid Private Sector
Control Provide needed improvement in federal,
Improve centralized energy management state, and private-sector emergency
and geographic information systems. response coordination. This action includes
Install a distributed energy resource incident response improvements, access
management system and technologies to to information, and efficient resource
allow communities to operate off-grid after a realignments. Evaluate response efforts and
disaster. design new incident response plans that
efficiently align resources, lines of authority,
Potential benefits: Relieves pressure from
and areas of need for the power sector.
response efforts. Improves access to life-
sustaining resources. Makes the electricity Potential benefits: Increases speed of
supply adaptable to changing economic response. Uses resources efficiently. Increases
conditions. Improves the speed of response support from local populations. Increases
and recovery efforts. access to resources. Allows for more recovery
in less time with fewer resources.
Potential costs*: $200 million in total
estimated costs Potential costs*: N/A
Potential funder(s)*: HMGP, CDBG-DR, FEMA Potential funder(s)*: HMGP, CDBG-DR, FEMA
NFIP, U.S. Department of Energy, EPA, NOAA, NFIP, U.S. Department of Energy, EPA, NOAA,
PREPA, private sector, nongovernment sources PREPA
ENR 13 ENR 14
Pre-Position Materials and Design and Build Grid Assets
Prepare Workforce for Rapid to Meet Current and Future
Response Demand
Strategically locate materials and prepare Design and build generation, transmission, and
the workforce to facilitate a rapid restoration distribution assets to meet current and future
of electricity service. This activity includes demand projections, including right-sizing and
(1) assessing the optimal level of material and relocation as required.
workforce resources necessary for recovery Potential benefits: Increases efficiency with
for each portion of the grid, (2) installing the use of updated technology. Improves
the materials and training the workforce efficiency and effectiveness of response
(both personnel in Puerto Rico and mutual efforts. Improves access during all types of
aid partners), and (3) maintaining existing operations. Meets other GPR goals, such as
investments through consistent analysis of diversifying energy generation.
depreciation.
Potential costs*: $3 billion in total estimated
Potential benefits: Creates an electrical costs
supply that is more resilient and more easily
recovered following natural disasters. Allows Potential funder(s)*: HMGP, CDBG-DR, FEMA
for greater access and reliability. Promotes NFIP, U.S. Department of Energy, EPA, NOAA,
economic growth. PREPA, private sector, nongovernment sources
ENR 15 ENR 16
Enable Private Assets for Promote and Provide Sustained
Standby and Baseload Electricity Delivery to Critical
Generation Facilities
Create policy guidance to clarify consumers’ Provide sustained electricity delivery to
responsibility to plan for outages. Expand critical facilities—water, communications,
availability and capability of existing and new manufacturing, health services, schools,
generation to provide black start capabilities airports, and seaports—to ensure the
and emergency backup. Establish enforceable sustained delivery of public services in the
inspection and maintenance measures for absence of the bulk power system. This action
compliance with requirements. Relocate includes (1) policy guidance on the reasonable
existing generation, transmission, and duration of outages for critical facilities,
distribution assets. (2) targeted energy solutions for households
with electricity-dependent medical needs,
Potential benefits: Creates an electricity
and (3) a program to increase energy reliability
supply that is better able to provide energy
to critical water pump systems.
during, and more easily recover from,
emergency situations. Limits vulnerability to Potential benefits: Improves the efficiency
the cascading effects of grid failures. and effectiveness of response efforts.
Improves access to life-sustaining resources
Potential costs*: $700,000 in total estimated
after a disaster.
costs
Potential costs*: $200 million in total
Potential funder(s)*: HMGP, CDBG-DR, FEMA
estimated costs
NFIP, U.S. Department of Energy, EPA, NOAA,
PREPA, private sector, nongovernment sources Potential funder(s)*: HMGP, CDBG-DR, U.S.
Department of Energy, EPA, NOAA, PREPA,
Potential implementer(s)*: PREPA, new private
private equity
owner/operators, FEMA, PRIDCO, private
companies, municipalities Potential implementer(s)*: PREPA, PRASA,
PREMA, FEMA, USACE
ENR 17 ENR 18
Promote and Provide Energy Train the Future Energy
and Water to Emergency Workforce
Infrastructure Train a workforce capable of installing,
Ensure appropriate energy and water operating, and maintaining Puerto Rico’s
infrastructure at critical facilities, e.g., future energy system. This action includes (1)
schools and stadiums. This action includes developing and implementing plans to provide
(1) selectively investing in microgrids workforce training and capacity building,
and islanding equipment for emergency (2) workforce rightsizing, (3) adequately
services; (2) installing technologies to make supporting the integrated resource plan
communities more independently resilient, process, and (4) establishing centers of
such as feeder automation controls, onsite excellence to attract skilled research and
backup generation, combined heat and power engineering talent.
systems, rooftop solar, and battery storage; Potential benefits: Develops a skilled
and (3) building energy management systems workforce that can drive energy system
at strategically located sites. transformation and economic growth. Speeds
Potential benefits: Creates a reliable energy recovery from power loss events.
source after a catastrophe. Enhances Potential costs*: $4 million in total estimated
emergency response. costs
Potential costs*: $500 million in total Potential funder(s)*: CDBG-DR, U.S.
estimated costs Department of Energy, DOL, EPA, NSF, U.S.
Potential funder(s)*: HMGP, CDBG-DR, U.S. Department of Education, nongovernment
Department of Energy, EPA, NOAA, PREPA, sources
private equity Potential implementer(s)*: PREPA, new private
Potential implementer(s)*: PREPA, PRASA, owner/operators, Puerto Rico Department
PREMA, FEMA, USACE of Labor and Human Resources, professional
societies
ENR 19 ENR 20
Design and Deploy Data Design and Build Capital Assets
Systems to Inform Response to Reduce Restoration Time
and Recovery Decisions and Cost
Establish data, IT, and OT systems to inform This action includes (1) investments to
decisions during response and recovery. enhance maintenance and operations,
Create a robust data inventory of assets. (2) standardization of components,
Acquire communications systems to support (3) relocation of transmission and distribution
inventory management. Improve coordination assets to improve access, (4) stockpiling of
among stakeholders responsible for critical rapidly deployable grid restoration assets,
infrastructure. Update PREPA’s IT and OT (5) installation of additional assets to reduce
systems. failures, and (6) the redesign of some existing
generation and substation units.
Potential benefits: Creates an electricity
Potential benefits: Creates an electricity
supply that can be restored faster after a
system that can be restored more quickly
major power loss.
after a major power loss and that is more
Potential costs*: $30 million in total estimated resistant to damage in the first place.
costs
Potential costs*: $5 billion in total estimated
Potential funder(s)*: FEMA, Government of costs
Puerto Rico, private sector
Potential funder(s)*: HMGP, FEMA NFIP, U.S.
Potential implementer(s)*: PREPA, new Department of Energy, EPA, NOAA, PREPA,
private owner/operators, USACE, FEMA, U.S. private sector
Department of Energy Potential implementer(s)*: PREPA, new private
owner/operators, PREMA, FEMA, USACE
ENR 21
Establish Energy Response and
Preparedness Plan
Create and maintain an emergency response
and preparedness plan. Conduct personnel
training and drilling. Re-evaluate and update
plans on a regular schedule. Establish and
update mutual aid agreements. Streamline an
incident command system.
Potential benefits: Creates a response plan
that will increase the ability for the electricity
supply to be restored faster in the event of
future major power loss events. Promotes
economic growth with increased confidence
in energy supply.
Potential costs*: $3 million in total estimated
costs
Potential funder(s)*: FEMA, Government of
Puerto Rico, private sector
Potential implementer(s)*: PREPA, new private
owner/operators, PREMA, FEMA, USACE
ENR 22 ENR 23
Enable and Promote Design Best Strategies for
Distributed Generation Renewable Energy Resources
Distribute generation assets in a new way Determine the appropriate strategies for all
to align generation facilities with the highest types of existing and potential renewable
demands, decreasing the transmission energy resources (wind, solar, biomass,
distances and strengthening the system. hydro, tidal, etc.). Assess the possibility of
Integrate distributed energy resources revitalizing hydropower facilities across
and maintain service continuity to critical Puerto Rico, especially facilities with black
customers and loads. start or “islanding” capabilities. Promote the
development of prioritized siting of renewable
Potential benefits: Prevents cascading
energy.
failures. Provides emergency power to critical
needs. Provides reliable power options to Potential benefits: Changes the cost structure
consumers. Advances clean energy and for the electricity utility. Improves resilience
energy cost goals. and faster recovery of the energy grid.
Increases access and reliability. Reduces
Potential costs*: $70 million in total estimated
environmental and health costs. Promotes
costs
economic growth.
Potential funder(s)*: HMGP, CDBG-DR, FEMA
Potential costs*: $800,000 in total estimated
NFIP, U.S. Department of Energy, EPA, NOAA,
costs
HUD, PREPA, private sector
Potential funder(s)*: CDBG-DR, U.S.
Potential implementer(s)*: PREPA,
Department of Energy, PREPA, private sector,
Government of Puerto Rico
nongovernment sources
Potential implementer(s)*: PREPA, new
private owner/operators, PRASA, Government
of Puerto Rico, municipalities
ENR 24 ENR 25
Design Best Strategies for Build Capacity for Municipality
Affordable and Stable Decisionmaking of Energy
Energy Prices Systems
Prioritize strategies for energy generation Enable municipalities to plan, finance,
resources that reduce prices and volatility and develop renewable energy systems
faced by consumers. Establish goals for the and other strategic distributed energy
quantity and type of energy sources to be resources for municipal buildings. Help
generated. Evaluate the costs and benefits municipalities manage the decisionmaking and
of alternative generation resources. Evaluate implementation process by providing needed
options and establish policies that incentivize expertise and advice on how to align activities
private investment. Develop a workforce that aimed at meeting renewable energy goals.
can maintain generation investments. Potential benefits: Helps meet GPR renewable
Potential benefits: Establishes a system energy standards and provides cost efficient
that provides affordable, reliable, and high- solutions. Contributes to resilient and/or
quality electric power to small businesses, redundant systems.
commercial and industrial users, and the Potential costs*: $2 million in total estimated
broader economy of Puerto Rico. costs
Potential costs*: $3 billion in total estimated Potential funder(s)*: CDBG-DR, U.S.
costs Department of Energy, EPA, NOAA, PREPA,
Potential funder(s)*: CDBG-DR, FEMA NFIP, private sector, nongovernment sources
U.S. Department of Energy, EPA, NOAA, PREPA, Potential implementer(s)*: PREPA, new private
private sector, nongovernment sources owner/operators, Government of Puerto Rico,
Potential implementer(s)*: Government municipalities
of Puerto Rico, PREPA, new private owner/
operators, PREC
ENR 26 ENR 27
Establish Energy Sector Establish Regulations to
Governance Responsibilities Transform the Energy Sector
for State-Level Agencies Establish regulatory policies, with
Encourage the GPR to clarify goals and implementation and responsiveness to the
identify efficient relationships and governance needs of energy customers, that will allow
sharing across the energy sector. Evaluate the energy sector to deliver a modern energy
and increase the degree of transparency, system that is affordable, renewable, scalable,
accountability, and interrelated lines of and redundant. Create a regulatory process
authority between regulators, energy system that aligns the needs, resources, monitoring,
operators, legislators, and executive officers. incentives, and feedback needed to deliver on
the energy sector potential and promises.
Potential benefits: Allows for the maximum
benefit to flow to the energy sector and, Potential benefits: Helps meet the vision of
ultimately, to the people of Puerto Rico. modernizing the energy system to ensure
that it is affordable, renewable, scalable, and
Potential costs*: $3 million in total estimated
redundant.
costs
Potential costs*: $2 million in total estimated
Potential funder(s)*: CDBG-DR, U.S.
costs
Department of Energy, EPA, NOAA, PREPA,
private sector, nongovernment sources Potential funder(s)*: CDBG-DR, U.S.
Department of Energy, EPA, NOAA, PREPA,
Potential implementer(s)*: Government of
private sector, nongovernment sources
Puerto Rico, PREC
Potential implementer(s)*: Government of
Puerto Rico, PREC, U.S. Department of Energy
CIT 6 CIT 9
Modernize the Emergency Auxiliary Communications—
Operations Center Volunteer Radio Groups and
Upgrade the EOC to meet U.S. standards. Organizations
Potential benefits: Improves emergency Build a skilled, trained volunteer workforce
managers’ ability to coordinate with disaster of radio operators to provide auxiliary
response and recovery. community communications to support
response efforts.
Potential costs: $11 million–$17 million in total
estimated costs Potential benefits: Extends emergency
operations at minimal cost.
Potential funder(s): FEMA EMPG, Government
of Puerto Rico Potential costs: $1 million in total estimated
costs
Potential implementer(s): PREMA, PRTRB
Potential funder(s): Government of Puerto
Rico, nongovernment sources
CIT 7
Potential implementer(s): PREMA, volunteer
Establish an Alternate groups
Emergency Operations Center
Establish an alternate EOC, an alternate PSAP,
and a center for COOP and COG housed in the CIT 10
same building, located outside the San Juan Transoceanic Submarine Cable
area. Introduce state of the art undersea cable(s)
Potential benefits: Provides backup location situated away from San Juan (e.g., one for
for emergency management operations and the mid-term, two additional drops in the
critical government functions in times of crisis. long term with room to grow in bandwidth).
Mitigate threats to existing landing stations
Potential costs: $17 million in total estimated and related infrastructure after a disaster.
costs
Potential benefits: Increases redundancy and
Potential funder(s): FEMA EMPG, Government on-island internet capacity/performance and
of Puerto Rico potentially reduces communications network
Potential implementer(s): PREMA, PRTRB recovery time and consumer costs. Maintains
service if a line is damaged, and provides
economic benefits.
Potential costs: $67 million–$235 million in
total estimated costs
Potential funder(s): Government of Puerto
Rico, private sector, sale of capacity via
Indefeasible Right of Use or by lease
Potential implementer(s): PRTRB, GPR
agencies, private industry
CIT 12 CIT 15
Perform Site Structural Undersea Fiber Ring System
Analysis for All Government Expand the submarine communications
Telecom Towers (Both Public network using a ring topology to connect
and Privately Owned) regions around the Island.
Perform a detailed structural analysis every Potential benefits: Ensures a highly resilient,
five years of the towers that are considered island-level network with reduced recovery
critical infrastructure and provide government time after failures; provides economic
with emergency and other services. benefits; and improves route availability to,
Determine whether all towers used for from, and within the island.
emergency communications meet the Puerto
Potential costs: $67 million–$235 million in
Rico tower code on structural loading.
total estimated costs
Potential benefits: Aids in maintaining a
Potential funder(s): DOC EDA, Government of
resilient communications infrastructure
Puerto Rico, private sector, sale of capacity via
and emergency communications, as well as
Indefeasible Right of Use or by lease
continuity of government services.
Potential implementer(s): PRTRB, private
Potential costs: $4 million in total estimated
industry
costs
Potential funder(s): PA, HMGP, CDBG-DR
CIT 16
Potential implementer(s): DPS, PRTRB
Government Digital Reform
Planning and Capacity Building
CIT 13 Create a roadmap for digital transformation
Streamline the Permitting and and determine priorities, assess needs, costs,
Rights of Way Processes for and feasibility for a government-wide digital
Towers and the Deployment of transformation strategy.
Fiber-Optic Cable Potential benefits: Helps Puerto Rico benefit
Establish a central rights of way and from best practices and avoid common pitfalls
permitting approval authority to achieve to digital transformation, ensures stakeholder
uniform and streamlined approval processes. buy-in, and provides a comprehensive
strategy and set of metrics.
Potential benefits: Serves as an important
step towards providing high-speed internet Potential costs: $14 million in total estimated
service to support education, health costs
care, social services, the visitor economy, Potential funder(s): CDBG-DR, DOC EDA
emergency services, and other sectors.
Potential implementer(s): CINO, CIO
Potential costs: $600,000 in total estimated
costs
Potential funder(s): FCC
Potential implementer(s): PRTRB, GPR
agencies, municipalities
CIT 17 CIT 19
Puerto Rico Data Center Municipal Hotspots
Establish a robust and disaster-proof, scalable, Provide government-sponsored wi-fi in
cloud-enabled data center for governmental town centers and public buildings to address
information systems that expands its capacity the digital disparity and provide a priority
to perform essential governmental functions connection point after a disaster for reaching
and deliver essential services. a large number of residents in one place.
Maximize public access to government-
Potential benefits: Enables highly reliable
sponsored wi-fi from the main centers of
governmental IT services for tracking,
public life, including municipal buildings, parks,
supporting, and coordinating response and
and town squares across Puerto Rico.
recovery needs within Puerto Rico and
externally, while preserving the integrity of all Potential benefits: Reduces the “digital
essential information systems. divide” and provides a priority post-disaster
connection point for reaching a large number
Potential costs: $68 million–$190 million in
of residents in one place.
total estimated costs
Potential costs: $18 million in total estimated
Potential funder(s): Government of Puerto
costs
Rico, lease of excess capacity, nongovernment
sources Potential funder(s): CDBG-DR, DOC EDA
Potential implementer(s): CIO, GPR agencies Potential implementer(s): CINO, PRTRB, GPR
agencies, municipalities
CIT 18
Database of Critical CIT 20
Infrastructure Continuity of Business at
Create an open, modular, and standards-based PRIDCO Sites
information system for up-to-date, geo- Maintain key business activities at PRIDCO sites
referenced, cross-sector data on government to provide continuity of services when primary
and privately owned critical infrastructure communications methods are degraded after
with near-real-time mapping capabilities. a disaster by using, for example, fiber-optic,
satellite, microwave, and cloud-based or
Potential benefits: Improves visibility of
hosted services and information systems.
critical infrastructure status, provides accurate
data to inform emergency response, and Potential benefits: Improves the resilience
increases private-sector awareness of of business enterprises that are major
government work affecting infrastructure contributors to the US economy, facilitates
cross-sector economic development within
availability.
Puerto Rico, and supports communications to
Potential costs: $8 million–$15 million in total impacted areas during a disaster.
estimated costs
Potential costs: $24 million in total estimated
Potential funder(s): Private sector, costs
Government of Puerto Rico
Potential funder(s): DOC EDA, CDBG-DR,
Potential implementer(s): CIO, GPR agencies Government of Puerto Rico
Potential implementer(s): PRIDCO
CIT 21 CIT 22
Government-Owned Fiber- Use Federal Programs to Spur
Optic Conduits to Reduce Deployment of Broadband
Aerial Fiber Optic Cable and Internet Island-Wide
Incentivize Expansion of Work with the FCC, HUD, other federal
Broadband Infrastructure agencies, and GPR agencies to streamline
Design for the deployment of conduit for and expedite applications and approvals for
buried fiber optic cable and other utilities. schools, libraries and clinics to receive funding
Trench and lay empty conduit according to the for broadband services through FCC’s E-rate
design. Allow telecom providers to install their program, supplemented by other federal
own fiber optic cable in GPR-owned conduit. programs. Work with the FCC, federal agencies
and GPR agencies to leverage these programs.
Potential benefits: Increases the resilience
of telecom services while reducing costs to Potential benefits: Facilitates the deployment
telecom providers to bury cable, facilitating of internet services to schools, libraries and
the burial of aerial fiber optic cable, and clinics as precursor to improving the provision
provision of broadband deployment of education, health and other services.
throughout the Island. Provides trenching Potential costs: $0.9 million in total estimated
and conduit adequate to accommodate other costs
utilities. Minimizes the need for multiple
Potential funder(s): FCC, USDA, HUD, DOC EDA,
roadway disturbances.
NTIA
Potential costs: $1.3 billion in total estimated
Potential implementer(s): PRTRB, FCC, PRDE
costs
Potential funder(s): CDBG-DR, DOC EDA, P3
CIT 24
Potential implementer(s): PRTRB, FCC, private
Establish Puerto Rico
telecommunication companies
Communications Steering
Committee
Establish a new Government of Puerto Rico
of Puerto Rico Communications Steering
Committee with a rotating chairperson to
organize planning efforts and coordinate
among key public safety and commercial
communications stakeholders in the event of a
disaster.
Potential benefits: Helps ensure proper
planning, governance, and collaboration to
effectively and efficiently recover, maintain
communications infrastructure, and mitigate
interoperability challenges and duplication of
effort after a disaster.
Potential costs: $6 million in total estimated
costs
Potential funder(s): Government of Puerto Rico
Potential implementer(s): Office of the
Governor, PREMA, PRTRB, DPS, CIO, CINO,
municipalities
CIT 25 CIT 27
Evaluate and Implement Study Feasibility of Digital
Alternative Methods to Deploy Identity
Broadband Internet Service Study existing models and public acceptance
Throughout Puerto Rico of a secure digital identity including its reliance
Create a comprehensive plan for deploying on resilient power and communications to
broadband internet throughout Puerto facilitate government and private-sector
Rico by leveraging existing fiber rings and transactions.
assessing the availability of existing federal Potential benefits: Helps enable secure digital
programs, in particular those of the Federal transactions, reduce costs associated with
Communications Commission (FCC). validation and access to government services
Potential benefits: Serves as an important when privately held records are unavailable,
step towards providing high-speed internet and reduce potential for fraud and identity
service to support education, health theft.
care, social services, the visitor economy, Potential costs: $2 million in total estimated
emergency services, and other sectors. costs
Potential costs: $0.9 million in total estimated Potential funder(s): Government of Puerto
costs Rico, P3
Potential funder(s): CDBG-DR, FCC Potential implementer(s): CINO, GPR agencies
Potential implementer(s): PRTRB, FCC, private
telecommunication companies
CIT 28
Innovation Economy/Human
CIT 26 Capital Initiative
Wi-fi Hotspots in Public Create a public-private initiative to provide
Housing and “Digital digital skills training, entrepreneurship
Stewards” Program programs, and access to new technologies
Establish a “Digital Stewards” program to train through a network of innovation hubs and
residents to install and service wi-fi hotspots entrepreneur centers, training partnerships
in public housing and other publicly funded with schools, and outreach via mobile labs to
facilities. rural and underserved areas.
Potential benefits: Decreases the “digital Potential benefits: Promotes a digitally literate
divide,” reduces costs for low-income employment pool for tech-reliant industries.
residents who previously relied on expensive Potential costs: $30 million–$70 million in
data plans, and provides a priority post- total estimated costs
disaster connection point.
Potential funder(s): DOC EDA, NSF, U.S.
Potential costs: $20 million in total estimated Department of Education, nongovernment
costs sources
Potential funder(s): CDBG-DR, PRDH Potential implementer(s): CINO, GPR agencies,
Potential implementer(s): CINO, HUD, PRDH universities, municipal governments
CIT 29 CIT 31
Health Care Connectivity to Resilience/e-Construction
Strengthen Resilience and Learning Lab
Disaster Preparedness Establish a Resilience/e-Construction Learning
Provide robust, resilient, multimodal Lab in partnership with universities as a
connectivity to the 86 community clinics one-year pilot project in one municipality to
across Puerto Rico using satellite, low- digitize resilient construction assessment,
power radio, and line-of-site technologies to permitting, and reporting processes.
complement fiber and cell systems and allow Potential benefits: Streamlines construction,
clinics to share bandwidth to support other saves document printing and storage costs,
recovery activities. decreases communication delays and
Potential benefits: Improves health care, transmittal times, and increases transparency
emergency response, and medical innovation; and tax collection.
provides real-time access to electronic Potential costs: $20 million–$70 million in
health records, clinical data, and services, and total estimated costs
bolsters situational awareness after a disaster.
Potential funder(s): CDBG-DR, DOC EDA, DOT
Potential costs: $140 million–$280 million in
Potential implementer(s): CINO, PRDH
total estimated costs
Potential funder(s): HMGP, CDBG-DR, ASPR,
FCC, DHHS, VA, DoD, Government of Puerto CIT 34
Rico Digital Citizen Services
Potential implementer(s): CINO, PREMA, Expand the scope of PRITs to include a focus
PRTRB, PRDOH on citizen-centered services and prioritizing
a “one-stop-shop” experience for accessing
government services and information in an
CIT 30 easy-to-use fashion.
Resiliency Innovation Network
Potential benefits: Increases public trust,
Leading to Development of a transparency, and accountability; increases
Resiliency Industry adoption of digital services; and streamlines
Create a Resiliency Innovation Network government processes.
to build on existing Puerto Rico Science,
Potential costs: $33 million in total estimated
Technology, and Research Trust (PRSTRT) and
costs
university facilities to develop, teach, test, and
refine resiliency products and services. Potential funder(s): CDBG-DR, DOC EDA,
Government of Puerto Rico
Potential benefits: Stimulates new
commercial ventures and jobs, empowers Potential implementer(s): CINO, GPR agencies
communities and individuals, and increases
resilience to disasters.
Potential costs: $29 million in total estimated
costs
Potential funder(s): DOC EDA, SBA, NSF,
PRSTRT, PRIDCO, private sector
Potential implementer(s): CINO, universities,
PRSTRT, Resilient Puerto Rico Advisory
Commission, DEDC, PRIDCO
CIT 35 CIT 37
Government Digital Process Consolidated Government
Reform Information Systems
Establish people-centered digital design and Implement an open, modular, standards-
data science teams within the Government based platform for information systems and
of Puerto Rico to tackle cross-cutting policy consolidate Government of Puerto Rico and
and operational challenges and coordinate municipal government systems to improve
government agencies. continuity of government and quality of
government services in the context of a
Potential benefits: Establishes a “whole-of-
disaster.
government,” people-centered digital design
and data-driven approach to continuously Potential benefits: Eliminates current mix
improve services, spend resources effectively, of legacy government systems, reduces
improve service delivery, better serve the operating costs, and improves reliability of
public, and make better policy. government functions, including response and
recovery coordination.
Potential costs: $70 million in total estimated
costs Potential costs: $482 million in total estimated
costs
Potential funder(s): CDBG-DR, DOC EDA,
Government of Puerto Rico Potential funder(s): HMGP, CDBG-DR,
Government of Puerto Rico
Potential implementer(s): CINO, GPR agencies
Potential implementer(s): CIO, GPR agencies
CIT 36
Data Collection and CIT 38
Standardization for Disaster Procure a Mobile Emergency
Preparedness and Emergency Communications Capability
Response Develop the capability to quickly reestablish
Support expansion and ongoing development communications for emergency and
of status.pr website with data-sharing government operations in the aftermath of a
protocol in partnership with private sector to disaster that causes widespread, catastrophic
enable ongoing situational awareness. damage to the telecommunications
infrastructure. This system is envisioned as a
Potential benefits: Creates a platform to
quick and temporary fix for the loss of primary
publicly share data in a standardized, user-
communications capability.
friendly format; provides valuable information
for policymakers, the media, and emergency Potential benefits: Provides a mobile
responders; and makes data available in emergency coordination capability
formats that can be used by developers. throughout Puerto Rico for reliable and
interoperable means of communication
Potential costs: $100,000 in total estimated
for emergency services and government
costs
operations and promotes more effective and
Potential funder(s): HMGP, CDBG-DR responsive disaster recovery.
Potential implementer(s): CINO, PREMA, GPR Potential costs: $140 million in total estimated
agencies costs
Potential funder(s): FEMA EMPG, Government
of Puerto Rico
Potential implementer(s): PREMA, GPR
agencies
WTR 3 WTR 5
Enhance the Efficiency and Improve Treatment and
Resilience of PRASA Electricity Storage Capacity to Handle
Services High Turbidity Events
Enhance the efficiency and resilience Improve treatment and storage capacity to
of electricity services for PRASA assets handle high turbidity events by upgrading
and facilities by developing an energy water treatment plants in vulnerable service
diversification strategy that ensures adequate zones and better protecting water sources.
backup power for essential facilities and Potential benefits: Increases the safety of
reduces electricity demand. PRASA drinking water services by reducing
Potential benefits: Ensures quality and the public health risks associated with high
quantity of service to PRASA clients during turbidity water entering the potable water
electricity disruptions, which safeguards distribution system.
public health and supports economic activity, Potential costs: $347 million in total estimated
including tourism and industry. Strengthens costs
PRASA financial sustainability through cost-
saving reductions in energy demand and Potential funder(s): PA, HMGP, CDBG-DR, EPA,
greater use of self-supplied energy sources. Government of Puerto Rico, PRASA
Potential costs: $2.183 billion in total Potential implementer(s): PRASA, EQB, EPA
estimated costs
Potential funder(s): PA, HMGP, CDBG-DR, WTR 7
Government of Puerto Rico, PRASA, P3 Strengthen PRASA’s Asset
Potential implementer(s): PRASA, EQB, EPA Management Program
Conduct an asset needs assessment and
implement an enhanced asset management
WTR 4 program for PRASA drinking water and
Enhance Ability to Transfer wastewater assets to decrease lifecycle costs
Potable Water Among PRASA and improve performance.
Service Zones
Potential benefits: Supports cost-effective
Enhance ability to transfer potable water and reliable drinking water and wastewater
among PRASA service zones by improving service delivery, which is critical for economic
interconnections and operations. activity and public health. Strengthens PRASA
Potential benefits: Ensures quality and financial sustainability through decreases in
quantity of service to PRASA clients, tourism lifecycle costs for infrastructure assets and
and industry by enhancing flexibility and improved investment planning.
reducing the likelihood of service disruptions Potential costs: $11.5 million in total estimated
to households and businesses. Strengthens costs
PRASA financial sustainability through cost-
Potential funder(s): Government of Puerto
effective interconnections between PRASA
Rico, PRASA, DOL, EPA, nongovernment
service areas.
sources
Potential costs: $150.5 million in total
Potential implementer(s): PRASA, EQB, EPA
estimated costs
Potential funder(s): HMGP, CDBG-DR,
Government of Puerto Rico, PRASA
Potential implementer(s): PRASA, EQB, EPA
WTR 8 WTR 11
Achieve Financial Stability for Repair, Replace, and Improve
PRASA PRASA Wastewater Treatment
Improve financial sustainability of PRASA Plants and Sanitary Sewer
by developing and implementing plans that Collection Systems
include asset divestment, reducing operating Repair and update WWTPs as well as sanitary
costs and customer delinquencies, enhancing sewer collection systems to maintain
revenue collection, as well as exploring regulatory standards, anticipate future
alternative pricing mechanisms and public- capacity needs and follow industry best
private partnerships. practices.
Potential benefits: Ensures sustainability Potential benefits: Eliminates discharge of
of Puerto Rico’s dominant water and waste untreated sewage into the environment.
water service provider, which supports Reduces risk of impacts to human health and
economic activity, safeguards public health, closures of beaches and waterways due to
and facilitates provision of public services. contamination.
Potential costs: $1.8 million in total estimated Potential costs: $4.284 billion in total
costs estimated costs
Potential funder(s): Government of Puerto Potential funder(s): PA, HMGP, CDBG-DR,
Rico, PRASA, nongovernment sources Government of Puerto Rico, PRASA, private
Potential implementer(s): PRASA insurance
Potential implementer(s): PRASA, EQB, EPA
WTR 10
Curtail Unauthorized Releases WTR 13
into Sanitary Sewers Develop Reuse Practices for
Curtail the disposal of fats, oil and grease Treatment Byproducts
(FOG) and other unauthorized releases into Find economically viable uses for drinking
wastewater collection systems by introducing water and wastewater treatment byproducts
educational programs, implementing by developing reuse practices and processes
mitigation measures, and creating incentive that enable the use of biosolids in the energy,
programs. industrial, and agricultural sectors.
Potential benefits: Improves the performance Potential benefits: Mitigates the costs
of sanitary sewer systems, reduces overflow associated with byproduct disposal and
events and raw sewage exposure, and develops an additional revenue stream for
improves human health and the quality of PRASA.
receiving waters.
Potential costs: $90 million in total estimated
Potential costs: $24 million in total estimated costs
costs
Potential funder(s): CDBG-DR, EPA, USDA, P3,
Potential funder(s): Government of Puerto Government of Puerto Rico, PRASA
Rico, PRASA, EPA
Potential implementer(s): PRASA, EQB, EPA
Potential implementer(s): PRASA, EPA
WTR 14 WTR 16
Improve Equity in Drinking Build Capacity of Non-PRASA
Water Provision for Systems
Nonregulated Systems Build the technical, managerial, administrative,
Develop equitable and resilient solutions and financial capacity of non-PRASA
to household drinking water provision in communities and nonregulated drinking
geographically remote areas by expanding water systems and their users by enhancing
mechanisms to coordinate NGO and municipal and institutionalizing communications and
efforts for the provision of safe drinking water outreach to non-PRASA and nonregulated
in nonregulated systems. system operators and communities.
Potential benefits: Increases equity in water Potential benefits: Builds capacity by
service provision, reduces public health giving community members the skills and
impacts and exposure to waterborne disease, experience to run their own systems, resulting
and institutionalizes support for nonregulated in better service and improved public health.
systems.
Potential costs: $13.9 million in total estimated
Potential costs: $12.5 million in total estimated costs
costs
Potential funder(s): PA, HMGP, CDBG-DR, EPA,
Potential funder(s): EPA, USDA, Government of Puerto Rico
nongovernment sources
Potential implementer(s): Individual non-
Potential implementer(s): Individual PRASA water treatment facilities, Puerto Rico
nonregulated facilities, NGOs, PRDOH, Puerto Public Service Commission, NGOs, EPA, PRDOH
Rico Public Service Commission, universities,
DNER
WTR 17
Reduce Incidence of Raw
WTR 15
Sewage Exposure
Improve Reliability and Safety
Reduce incidence of raw sewage leakage
of Non-PRASA Systems
from septic tanks, as well as human and
Repair or replace equipment, improve water environmental exposure to sewage, by
treatment, enhance monitoring, and expand (1) establishing an institution to build technical
contingency planning to improve reliability capacity, and (2) enhancing regulatory and
and safety of water provision for non-PRASA
enforcement actions for septic tank design
drinking water systems.
standards and best maintenance practices,
Potential benefits: Increases capacity to (3) implementing financial assistance
provide reliable, safe drinking water and programs.
improves compliance with the Safe Drinking
Potential benefits: Reduces exposure to
Water Act.
harmful bacteria in raw sewage and ensuing
Potential costs: $19 million in total estimated health risks. Improves community and
costs environmental stewardship.
Potential funder(s): EPA, USDA, Government Potential costs: $1.814 billion in total estimated
of Puerto Rico costs
Potential implementer(s): Non-PRASA water Potential funder(s): CDBG-DR, EPA, USDA,
treatment facilities, Puerto Rico Public Service homeowners
Commission, USDA, EPA, PRDOH (Potable
Potential implementer(s): EPA, OGPe, OIGPe,
Water Division, Environmental Health Regional
PRDOH, EQB, NGOs
Offices), NGOs
WTR 18 WTR 19
Invest in Stormwater System Reduce Urban Nuisance
Management Flooding
Invest in stormwater system cleaning, Reduce urban nuisance flooding and mitigate
monitoring, maintenance and assessment the discharge of contaminated stormwater
through (1) comprehensive and routine asset runoff into bodies of water through improved
mapping, (2) hydrologic and hydraulic analyses, stormwater infrastructure design standards,
(3) illicit discharge detection and elimination green infrastructure, enhanced stormwater
(IDDE) program expansion, (4) education and permitting processes and land use regulations,
technical assistance, (5) assessment of system improved system capacity, incentive programs
capacity and condition, (6) removal of debris for stormwater retention, and public outreach
and blockages, and (7) inventory management campaigns.
of parts and equipment. Potential benefits: Improves water and
Potential benefits: Improves water and environmental quality and human health
environmental quality and human health. and reduces damages to public and private
Reduces damages to public and private property from urban flood events.
property from urban flood events. Potential costs: $1.005 billion in total
Potential costs: $418.7 million in total estimated costs
estimated costs Potential funder(s): EPA, USDA, Government
Potential funder(s): PA, HMGP, CDBG-DR, EPA of Puerto Rico, DNER
Potential implementer(s): Municipalities, Potential implementer(s): Municipalities,
DNER, PRASA, EPA, USGS, PRPB, OGPe, NOAA, DNER, PRASA, EPA, USGS, PRPB, OGPe, NOAA,
EQB, DTOP, private industry and NGOs EQB, DTOP, private industry and NGOs
WTR 20
Relocate or Redesign Assets in
Flood Zones
Relocate or redesign assets in flood zones
according to building standards and updated
hydrologic guidelines to reduce the likelihood
of service disruption or infrastructure failure
during 100- and 500-year flood events.
Potential benefits: Decreases flood risk and
increases water sector resilience to future
disasters by preventing flooding, damage, and
service interruption.
Potential costs: $1.18 billion in total estimated
costs
Potential funder(s): HMGP, CDBG-DR, DOC
EDA
Potential implementer(s): PRASA, PREPA,
DNER, municipalities, DTOP, non-PRASA
operators, FEMA
WTR 21 WTR 23
Centralize Stormwater System Evaluate, Repair, and Improve
Support and Management Flood Control Infrastructure
Enhance the performance of stormwater Evaluate, repair, and improve the performance
systems by centralizing stormwater and resilience of flood control infrastructure,
management, building a workforce of including dams, levees, channels, and water
stormwater practitioners, streamlining control structures, to safely manage 100-year
permitting processes, and enhancing technical floods events.
capacity, community outreach, and best Potential benefits: Reduces flood risk for
management practices for stormwater. communities and infrastructure assets.
Potential benefits: Enhances the performance Potential costs: $434.4 million in total
of stormwater systems, reduces risks to estimated costs
human health and the environment, expands
the trained workforce for stormwater Potential funder(s): PA, HMGP, CDBG-DR, EPA,
management, reduces risk of flooding USACE
and runoff in urban areas, and improves Potential implementer(s): DNER, PRPB,
stormwater systems’ financial sustainability. PREMA, municipalities, USACE, EPA
Potential costs: $67.7 million in total estimated
costs WTR 24
Potential funder(s): Government of Puerto Reduce Sedimentation of
Rico, DNER, municipalities, users Water Bodies
Potential implementer(s): Municipalities, Ensure the downstream water quality of
Governor-appointed special commission reservoirs and channels while maintaining
flood control capacity through sediment
control plans and reduction measures, land
WTR 22 use planning and practices, and dredging
Upgrade Reservoir and Dam operations.
Safety Management
Potential benefits: Improves flood control
Upgrade reservoir management rules to capability and reduces future dredging needs
improve and optimize operations across and costs.
multiple water management objectives
including drinking water supply, flood control, Potential costs: $2.007 billion in total
dam safety, and hydroelectric generation. estimated costs
Potential benefits: Improves dam and Potential funder(s): HMGP, CDBP, EPA, USACE,
reservoir management to reduce the impact DOC EDA, Government of Puerto Rico, PRASA,
of future disasters and extreme weather and PREPA, DNER, nongovernment sources
increases the resiliency of the reservoir water Potential implementer(s): USACE, EPA, USGS,
supply. FEMA, DNER, PRASA, PREPA, PRPB, EQB,
Potential costs: $83.6 million in total municipalities
estimated costs
Potential funder(s): EPA, USACE, Government
of Puerto Rico, PRASA, PREPA, nongovernment
sources
Potential implementer(s): DNER, PRASA, EPA,
USGS, PREPA, USACE
WTR 25 WTR 28
Rationalize Ownership and Secure Potable Water Sources
Management of Flood Control Against Contamination
Infrastructure Secure potable water sources against
Rationalize ownership and management contamination from domestic, agricultural,
of hydroelectric dams and other flood and industrial wastewater runoff and
control infrastructure, including transferring hazardous waste sites by raising awareness of
ownership of infrastructure assets, source water protection measures, enforcing
and enhancing cooperation to increase land use restrictions, and remediating
operational efficiency and achieve flood contaminated areas.
control objectives. Potential benefits: Improves water source
Potential benefits: Enhances the operational protection and safeguards water supply,
efficiency, performance, and management of human health, and ecosystems.
transferred assets. Potential costs: $49.3 million in total
Potential costs: $336.6 million in total estimated costs
estimated costs Potential funder(s): PA, HMGP, CDBG-DR, DOC
Potential funder(s): Government of Puerto EDA, EPA, U.S. Bureau of Reclamation
Rico, PRASA Potential implementer(s): EPA, DNER, EQB,
Potential implementer(s): PRASA, PREPA, PRASA
DNER, municipalities
WTR 29
WTR 27 Strengthen Redundancy
Protect and Rehabilitate and Diversify Water Supply
Groundwater Systems Sources
Protect and rehabilitate groundwater systems Ensure the sustainability of water supply
from saltwater intrusion, contamination, sources through integrated water
and overexploitation. Implement artificial management plans that include conservation
recharge programs, monitoring networks, and and demand management strategies that
groundwater modeling. balance environmental needs with the
demands of communities, industry and
Potential benefits: Secures the quantity and
agriculture. Enhance resilience to drought
quality of groundwater supply sources for
and climate change through alternative water
agricultural, environmental, and domestic
supply use and water efficiency standards.
uses and mitigates the negative impacts of
groundwater exploitation. Potential benefits: Safeguards water supply
and ensures adequate availability for the
Potential costs: $188.0 million in total
provision of drinking water during periods of
estimated costs
drought.
Potential funder(s): PA, HMGP, CDBG-DR, DOC
Potential costs: $1.477 billion in total estimated
EDA, EPA, U.S. Bureau of Reclamation, NRCS
costs
Potential implementer(s): DNER, EQB, USGS,
Potential funder(s): CDBG-DR, P3, Government
EPA
of Puerto Rico, PRASA
Potential implementer(s): DNER
WTR 30 WTR 32
Enhance PRASA’s Emergency Enhance Electricity Reliability
Management Operations for Non-PRASA and
Enhance PRASA’s capacity to deliver reliable Nonregulated Systems
services to critical facilities by designing and Enhance electricity reliability for non-PRASA
executing emergency management protocols systems under both normal and emergency
that prioritize disaster response actions. operations by assessing opportunities for
Potential benefits: Promotes water sector resilient energy systems, diversifying energy
resilience, mitigates adverse consequences sources with solar hybrid power generation,
of extreme events, and can reduce the upgrading electrical systems, increasing
time required for emergency response and water supply equipment capacity, locating
recovery, with downstream benefits for backup generation and storage systems to
economic activity, public health, and safety. reduce single points of failure, and training
communities to install, operate, and maintain
Potential costs: $8.8 million in total estimated
off-grid energy systems.
costs
Potential benefits: Increases the reliability and
Potential funder(s): HMGP, CDBG-DR,
resilience of rural drinking water systems.
Government of Puerto Rico, PRASA
Potential costs: $63.8 million in total
Potential implementer(s): PRASA, EQB, EPA
estimated costs
Potential funder(s): USDA
WTR 31
Potential implementer(s): EQB, EPA, PRASA,
Build Trust and Engage PRASA non-PRASA system operators
Clients
Enhance communication, education,
and outreach to PRASA customers on WTR 33
conservation and emergency preparedness Conduct a Water Rebuild by
and increase public understanding of Design Competition
water and wastewater system planning, Create a new “Rebuild by Design” competition
performance, and investments to foster to spur innovative water sector resilience
strong relationships between PRASA and its projects that are developed collaboratively
clients. by community members, civic leaders, and
Potential benefits: Helps PRASA communicate nationally recognized design and engineering
its management priorities to clients and firms.
customers and provides a mechanism for Potential benefits: Connects local
clients and customers to play a more active communities with some of the nation’s
role in helping PRASA meet its objectives. leading design firms to collaboratively
Potential costs: $66.3 million in total address vulnerabilities that were exposed by
estimated costs Hurricanes Maria and Irma.
Potential funder(s): Government of Puerto Potential costs: $300 million in total estimated
Rico, PRASA, nongovernment sources costs
WTR 34 CIT 7
Expand PRASA Services to Establish an Alternate
Unconnected Areas Emergency Operations Center
Connect and convert non-PRASA systems to Establish an alternate EOC, an alternate PSAP,
PRASA drinking water systems and connect and a center for COOP and COG housed in the
communities with septic tanks and privately- same building, located outside the San Juan
owned wastewater systems to PRASA area.
sewerage, where technically and financially Potential benefits: Provides backup location
practical. for emergency management operations and
Potential benefits: Eliminates risk of critical government functions in times of crisis.
discharge of untreated wastewater into Potential costs: $17 million in total estimated
the environment, centralizes operation and costs
maintenance of water and wastewater
infrastructure, and improves quality of service Potential funder(s): FEMA EMPG, Government
and health outcomes of Puerto Rico
Potential costs: $1.04 billion in total estimated Potential implementer(s): PREMA, PRTRB
costs
Potential funder(s): CDBG-DR, EPA, USDA CIT 18
Potential implementer(s): PRASA, non-PRASA
Database of Critical
systems, EPA Infrastructure
Create an open, modular, and standards-based
information system for up-to-date, geo-
CIT 6 referenced, cross-sector data on government
Modernize the Emergency and privately owned critical infrastructure
Operations Center with near-real-time mapping capabilities.
Upgrade the EOC to meet U.S. standards. Potential benefits: Improves visibility of
Potential benefits: Improves emergency critical infrastructure status, provides accurate
managers’ ability to coordinate with disaster data to inform emergency response, and
response and recovery. increases private-sector awareness of
government work affecting infrastructure
Potential costs: $11 million–$17 million in total
availability.
estimated costs
Potential costs: $8 million–$15 million in total
Potential funder(s): FEMA EMPG, Government
estimated costs
of Puerto Rico
Potential funder(s): Private sector,
Potential implementer(s): PREMA, PRTRB
Government of Puerto Rico
Potential implementer(s): CIO, GPR agencies
CIT 37 CPCB 2
Consolidated Government Capacity Building for
Information Systems Community-Level
Implement an open, modular, standards- Preparedness and Response
based platform for information systems and Develop and implement preparedness and
consolidate Government of Puerto Rico and response plans for 50–100 priority vulnerable
municipal government systems to improve communities that face particularly high risk
continuity of government and quality of during disasters. This action includes (1)
government services in the context of a recruiting, training, and equipping Community
disaster. Emergency Response Teams (CERT) so
Potential benefits: Eliminates current mix of that these communities can better sustain
legacy government systems, reduces operating themselves during the response period,
costs, and improves reliability of government when emergency responders and access
functions, including response and recovery to the communities will be limited; and (2)
coordination. establishing and maintaining a cache of
emergency supplies—e.g., water filters and
Potential costs: $482 million in total estimated
generators—for these communities.
costs
Potential funder(s): HMGP, CDBG-DR, Potential benefits: Puts into place
Government of Puerto Rico fundamental preparedness and response
capabilities at the state and municipal levels.
Potential implementer(s): CIO, GPR agencies
Potential costs: $37 million in total estimated
costs
CPCB 1
Potential funder(s): CDBG-DR, PREMA
Disaster Preparedness Data
Analysis and Decision Support Potential implementer(s): FEMA, PREMA,
municipal governments
Capability
Enhance disaster-related data analysis and
decision support capability within PREMA
to support both disaster preparedness
and hazard mitigation activities. This
action includes collecting and analyzing
data on hazards, environmental risks,
housing, infrastructure, economic barriers,
preparedness, etc. by geography (municipality
or smaller) and disseminating this information
to planners in PREMA, other state-level
agencies, and municipalities.
Potential benefits: Allows the government
of Puerto Rico to make informed choices
about how to efficiently and effectively
spend available funds to improve disaster
preparedness.
Potential costs: $21 million in total estimated
costs
Potential funder(s): HMGP, CDBG-DR, PREMA
Potential implementer(s): Government of
Puerto Rico, municipal governments
CPCB 3 CPCB 4
Capacity Building to Resilience Building in
Incorporate Hazard Risk Collaboration with High-Risk
Reduction into Planning and Communities
Design Hire planners (on average 1.5 FTE per
Strengthen hazard mitigation assessment, municipality) to develop and implement
monitoring, and evaluation capabilities within disaster response and recovery plans
the Puerto Rico Planning Board (PRPB) so that in collaboration with 50–100 selected
the board can promote the incorporation communities. This action includes (1)
of risk reduction in all planning and design investments into programs—e.g., workforce
decisions. This action includes (1) enhancing development, microfinance, education—that
GIS capabilities to generate hazard maps for address long-term stressors, as well as the
each municipality to inform zoning decisions, improvement of essential services; and (2)
and (2) hiring a risk officer for each of the 27 resilience building events for community
state-level agencies. residents and local businesses, including
fostering connections among governmental
Potential benefits: Enables a standardized
agencies, community groups, and NGOs.
and systematic approach to hazard
mitigation. Encourages a more data-driven Potential benefits: Builds community and
implementation of Puerto Rico’s hazard individual resilience for both disaster response
mitigation plan. and long-term recovery
Potential costs: $84 million in total estimated Potential costs: $82 million in total estimated
costs costs
CPCB 6 CPCB 8
Public Information and Strengthening Emergency
Communication Capability for Management Capacity at
Coordinated Recovery Municipalities
Build a Public Information and Communication Establish Municipal Emergency Management
(PIC) capability to maintain continued Offices in municipalities where they do not yet
engagement with Puerto Rican communities exist. Work with existing MEMOs to identify
in the recovery process. Establish personnel and training needs. With PREMA/
and maintain methods of two-way FEMA, create a training curriculum that more
communication with Puerto Rican residents directly addresses municipal needs. Work with
about recovery planning and implementation. the Office of Human Resources to update job
This action also includes establishing descriptions, specific classifications, tasks and
effective communication with Puerto Rican responsibilities of all municipal staff during an
communities on the mainland to better emergency and response event. Train MEMOs
understand whether and when people decide to collect better information about people
to return to Puerto Rico for recovery planning requiring evacuation (e.g., disabled, elderly).
purposes. Potential benefits: Strengthens municipalities’
Potential benefits: Allows the Government emergency management and response
of Puerto Rico to communicate more clearly capacity.
with the public, thus increasing transparency Potential costs: $165 million in total estimated
and improving public trust. costs
Potential costs: $8.8 million in total estimated Potential funder(s): HMGP, CDBG-DR, PREMA,
costs Government of Puerto Rico, municipalities
Potential funder(s): CDBG-DR, PREMA Potential implementer(s): FEMA, PREMA,
Potential implementer(s): Government of Municipal Emergency Management Offices
Puerto Rico
CPCB 10 CPCB 14
Incentivize the Design Building Grant Writing
of Creative Solutions to Capacity
Addressing Disaster Hazards Establish a set of 100 scholarships each
Fund a design competition that fosters year, for 5 years, for municipal government
innovative solutions for risk reduction— office workers and local NGO staff to receive
specifically aimed at mitigating hazards, and ongoing training over a one-year period
including but not limited to hurricanes and in grant writing from university-based
flooding—while also offering added social or certification programs (many of which are
economic benefits to the community. established in the mainland U.S.).
Potential benefits: Elicits original ideas, out- Potential benefits: Enables municipal
of-the-box solutions, and transdisciplinary government office workers to prepare
approaches to mitigating disaster risks. competitive and compelling grant proposals
Provides a valuable community-level to acquire funds for state-financed projects,
perspective on existing problems and areas in including those in disaster recovery.
need of improvement. Provides professional development for the
governmental workforce and empowers
Potential costs: $6 million in total estimated
members of the municipalities to seek
costs
solutions for their own communities.
Potential funder(s): HMPG, CDBG-DR, PREMA
Potential costs: $14 million in total estimated
Potential implementer(s): FEMA, PREMA, costs
general public of Puerto Rico
Potential funder(s): CDBG-DR,
nongovernment sources
Potential implementer(s): Government of
Puerto Rico, municipalities
CPCB 15 ENR 5
Strengthen Local Nonprofit Design and Build Hardened
and NGO Involvement in Grid Assets to Support Critical
Disaster Recovery Infrastructure
Establish a unit within Puerto Rico’s Office Prioritize the hardening of electricity and
for the Socioeconomic and Community distribution assets. Design assets that enable
Development (ODSEC) to strengthen the rapid response time for electricity to support
engagement of local nonprofits and NGOs other critical infrastructure. This action
with government agencies and maximize includes (1) policy guidance to clarify a plan
their contributions as partners in the recovery for outages of a reasonable duration at critical
process. facilities and enforce these standards where
they already exist, (2) energy solutions for
Potential benefits: Strengthens partnerships
homes with electricity-dependent medical
and drives more successful cross-sector
needs, and (3) a program to increase energy
collaboration. Improves coordination and
reliability to critical water pumps systems.
communication among government agencies
and NGOs and enhances resource allocation. Potential benefits: Promotes economic
Builds community resilience. Increases growth by creating a reliable electricity supply
nonprofit and NGO capacity while helping that is less impacted by threats/hazards.
them develop more long-term sustainable Potential costs*: $3 million in total estimated
funding. costs
Potential costs: $9 million in total estimated Potential funder(s)*: CDBG-DR, FEMA NFIP,
costs U.S. Department of Energy, EPA, NOAA, PREPA,
Potential funder(s): CDBG-DR private sector, nongovernment sources
Potential implementer(s): ODSEC, NGOs, local Potential implementer(s)*: PREPA, new private
nonprofits owner/operators, U.S. Department of Energy
ENR 16 ENR 17
Promote and Provide Sustained Promote and Provide Energy
Electricity Delivery to Critical and Water to Emergency
Facilities Infrastructure
Provide sustained electricity delivery to Ensure appropriate energy and water
critical facilities—water, communications, infrastructure at critical facilities, e.g.,
manufacturing, health services, schools, schools and stadiums. This action includes
airports, and seaports—to ensure the (1) selectively investing in microgrids
sustained delivery of public services in the and islanding equipment for emergency
absence of the bulk power system. This action services; (2) installing technologies to make
includes (1) policy guidance on the reasonable communities more independently resilient,
duration of outages for critical facilities, such as feeder automation controls, onsite
(2) targeted energy solutions for households backup generation, combined heat and power
with electricity-dependent medical needs, systems, rooftop solar, and battery storage;
and (3) a program to increase energy reliability and (3) building energy management systems
to critical water pump systems. at strategically located sites.
Potential benefits: Improves the efficiency Potential benefits: Creates a reliable energy
and effectiveness of response efforts. source after a catastrophe. Enhances
Improves access to life-sustaining resources emergency response.
after a disaster. Potential costs:* $500 million in total
Potential costs*: $200 million in total estimated costs
estimated costs Potential funder(s)*: HMGP, CDBG-DR, U.S.
Potential funder(s)*: HMGP, CDBG-DR, U.S. Department of Energy, EPA, NOAA, PREPA,
Department of Energy, EPA, NOAA, PREPA, private equity
private equity Potential implementer(s)*: PREPA, PRASA,
Potential implementer(s)*: PREPA, PRASA, PREMA, FEMA, USACE
PREMA, FEMA, USACE
ENR 19 HOU 6
Design and Deploy Data Enforce Land Use Plans and
Systems to Inform Response Improve Compliance with
and Recovery Decisions Building Permitting
Establish data, IT, and OT systems to inform Provide funding to update current municipal
decisions during response and recovery. plans and align them with the State Land Use
Create a robust data inventory of assets. Plan (PUT) to align zoning and regulations
Acquire communications systems to support for permitted land use and construction.
inventory management. Improve coordination Provide funding for municipalities to develop
among stakeholders responsible for critical municipal plans when lacking. Increase
infrastructure. Update PREPA’s IT and OT capacity to enforce both land use and building
systems. codes through permitting and inspections.
Potential benefits: Creates an electricity Potential benefits: Avoids construction in
supply that can be restored faster after a high-risk areas. Provides access to local jobs,
major power loss. services, and economic and transportation
hubs. Reduces burden of providing services in
Potential costs*: $30 million in total estimated
new construction areas and remote areas.
costs
Potential costs: $102 million–$317 million in
Potential funder(s)*: FEMA, Government of
total estimated costs
Puerto Rico, private sector
Potential funder(s): CDBG-DR, HMGP,
Potential implementer(s)*: PREPA, new
Government of Puerto Rico, nongovernment
private owner/operators, USACE, FEMA, U.S.
sources
Department of Energy
Potential implementer(s): PRPB, OGPe,
municipal governments
HOU 5
Collect, Integrate, and Map
Housing Sector Data HSS 4
Create an integrated database of housing and Improve Surveillance of
home ownership information, including title, Waterborne Disease
permits, land use, property tax and location. Increase the robustness of the surveillance
Potential benefits: Supports planning, system for waterborne disease by (1) ensuring
relocation and mitigation efforts needed to that equipment is operational through QA/
make these communities safer and resilient. QC, (2) developing communication tools, and
Aids civic planning for efficient location of (3) establishing interagency partnerships.
emergency and other public services, such as Potential benefits: Reduces the transmission
fire stations, hospitals, and schools. Improves of infectious pathogens and harmful
overall GPR and municipal efforts to increase chemicals and toxins in the water system.
property tax revenues.
Potential costs: $2.8 million–$2.9 million in
Potential costs: $30 million–$50 million in total estimated costs
total estimated costs
Potential funder(s): EPA Water Finance
Potential funder(s): CDBG-DR Clearinghouse
Potential implementer(s): PRPB, PRDH, PRDOJ, Potential implementer(s): PRDOH, PRASA, CDC
OGPe, CRIM, private sector firms (banks,
insurance)
HSS 6 MUN 10
Reduce Opportunities for Provide Technical Assistance
Vector-Borne Diseases to Improve Municipal Finances
Support ongoing monitoring and engagement by Generating Additional
for mosquito control and provide support to Revenues, Reducing Costs, and
establish additional innovative practices for Balancing Budgets
mosquito control, including but not limited to Design and implement technical assistance
using drones to detect breeding grounds and programs to help municipalities find
apply larvicide at abandoned properties. innovative ways to improve their finances by
Potential benefits: Improves mosquito control generating more revenue, cutting unnecessary
in areas that have been difficult to reach. costs, increasing productivity, and improving
their ability to forecast revenue and spending.
Potential costs: $2.1 million–$3.8 million in
total estimated costs Potential benefits: Helps municipalities
balance their budgets. Improves their capacity
Potential funder(s): CDC
to function and deliver services. Leads to
Potential implementer(s): PRVCU, PRDOH, improved fiscal situation throughout Puerto
municipalities Rico.
Potential costs: $6 million in total estimated
MUN 6 costs
Create and Maintain Central Potential funder(s): CDBG-DR, SBA
Repository of Municipal Assets
Potential implementer(s): Independent
and Associated Conditions research partner, municipal governments
Collect or update data on municipal assets.
Create and maintain a central database of
this information, including documentation of
property condition.
Potential benefits: Helps municipalities and
the Government of Puerto Rico identify,
manage, and maintain assets. Helps with
filing claims with the federal government
for damage repair. Enables more efficient
budgeting and disaster mitigation. Facilitates
leveraging resources and utilization of assets.
Potential costs: $13 million in total estimated
costs
Potential funder(s): CDBG-DR, Government of
Puerto Rico, nongovernment sources
Potential implementer(s): Government of
Puerto Rico, municipal mayors
MUN 17 NCR 5
Provide Municipalities with Forest Recovery in Rural
Technical Assistance and Protected Areas, Private
Support for Best Practices Forests, Critical Watersheds,
in Public Management and and Urban Areas
Operations Develop and implement strategic forest
Provide municipal governments with recovery and conservation strategies
technical assistance and other forms of throughout Puerto Rico through public and
support to implement best practices in public private collaborations, with a focus on rural
management including human resources and protected forests, ecological corridors, private
fiscal issues. Improve municipal workforces forested lands, agroforestry, and urban
by standardizing salary rates, position forests. Restore tree nurseries and seed banks
descriptions, and qualification requirements to aid in the recovery process.
and by providing professional development Potential benefits: Restores ecological
and training. functions of forests and the provision of
Potential benefits: Improves public ecosystem services, boosts economic viability
management at the municipal level by of forest conservation, provides employment
promoting best practices in core operations. opportunities, improves public safety, and
Improves ability of municipal governments to reduces the risk of pest and disease damage.
provide an array of services maintaining fiscal Potential costs: $74 million–$120 million in
well-being. Leads to a more highly skilled, total estimated costs
professional workforce.
Potential funder(s): DOI, USFS, NRCS, USDA,
Potential costs: $3.5 million in total estimated P3, Government of Puerto Rico, DNER,
costs municipalities, nongovernment sources
Potential funder(s): CDBG-DR, DOL Potential implementer(s): DNER, USFS,
Potential implementer(s): Government of municipalities
Puerto Rico, municipal governments
NCR 8 NCR 10
Increase Landfill Capacity to Clean Up and Eliminate Illegal
Dispose of Hurricane-Related Dumps
Waste and to Properly Manage Identify, sort, and recycle or dispose of waste
Future Waste at approximately 1,600–2,000 illegal dumps
Increase landfill capacity, including building throughout Puerto Rico and identify steps to
transfer stations, to meet the waste prevent future recurrence of illegal dumps.
management needs of Puerto Rico. Meet the Potential benefits: Removes environmental
permitting and inspection needs to permit and public health threats associated with
new landfills and inspect existing landfills. illegal open dumps and helps ensure the
Potential benefits: Meets Puerto Rico’s landfill overall success of a sustainable solid waste
capacity needs and improves environmental management plan.
quality and public health, with spillover Potential costs: $104 million in total estimated
benefits for municipal operations, the local costs
economy, and tourism.
Potential funder(s): HMGP, CDBG-DR, EPA,
Potential costs: $176 million in total estimated USDA
costs
Potential implementer(s): DNER (EQB), EPA
Potential funder(s): HMGP, CDBG-DR, EPA,
USDA
NCR 11
Potential implementer(s): DNER (EQB),
Establish a Long-Term,
municipalities
Sustainable, Integrated Solid
Waste Management Program
NCR 9 Implement an updated Solid Waste
Landfill Repair and Closure Management Plan to address disaster debris
Repair landfills and open dumps that sustained management and changes to waste streams
damage from the hurricanes and close unlined after disasters, including diverting organic and
open dumps throughout Puerto Rico. recyclable waste from landfills.
Potential benefits: Reduces or eliminates Potential benefits: Extends the life of
the impact of landfills on natural resources landfills, helps ensure a sustainable,
(including soil, air, and water quality) and helps economically viable, and compliant solid
bring lined landfills back into compliance. waste management plan, reduces waste
Benefits public health and the environment. going to unlined landfills, provides economic
opportunities, and improves soil for
Potential costs: $160 million in total estimated
agriculture.
costs
Potential costs: $263 million in total estimated
Potential funder(s): HMGP, CDBG-DR, EPA,
costs
USDA
Potential funder(s): CDBG-DR, USDA, P3
Potential implementer(s): DNER (EQB),
municipalities, Solid Waste Authority Potential implementer(s): DNER (EQB), EPA,
USDA
NCR 13 NCR 16
Reduce Sediment Pollution and Wetlands Restoration
Risk from Landslides Restore the capacity, resiliency, and ecological
Stabilize soils and slopes in critical areas function of coastal wetlands through site-
across Puerto Rico that were impacted specific actions.
by landslides areas through vegetative, Potential benefits: Provides storm surge
bioengineering, and structural approaches. protection, erosion control, sediment trapping,
Potential benefits: Protects public safety and wildlife habitat, water filtration, and flood
road access, reduces sedimentation-related water absorption. Facilitates habitat recovery
water quality problems, restores native and healthy ecosystems.
habitat for species, provides soil materials for Potential costs: $24.8 million–$31.4 million in
other applications, and protects infrastructure total estimated costs
and communities from future damage.
Potential funder(s): HMGP, CDBG-DR, DOI,
Potential costs: $1.05 billion in total estimated USDA, NOAA, EPA, nongovernment sources
costs
Potential implementer(s): DNER, USACE
Potential funder(s): HMGP, CDBG-DR, NRCS
EQIP, USDA, USACE, DOT
Potential implementer(s): DNER, federal
agencies
NCR 14
Water Quality Improvements
at the Watershed Scale
to Protect Human Health,
Infrastructure, Freshwater,
and Marine Environments
Implement watershed restoration and
management strategies in four priority
watersheds (Arecibo, San Juan Metropolitan
Area, Cabo Rojo/Guánica, and Northeast
Corridor) and sensitive coastal areas.
Potential benefits: Reduces the potential for
excessive sedimentation from future storm
runoff, reduces pollution in waterways,
improves soil retention, reduces landslide risk,
maintains reservoir storage capacity, provides
ecological corridors, improves water quality,
and restores coastal areas.
Potential costs: $142 million in total estimated
costs
Potential funder(s): HMGP, CDBG-DR, NRCS
EQIP, EPA, DOI, NOAA, EQB State Revolving Fund
Potential implementer(s): DNER, federal
agencies
TXN 8 TXN 10
Improve Bus Service Develop Redundant Seaport
Improve existing bus service by giving priority Capacity
to buses at intersections, providing real-time Expand an existing seaport to mitigate the
arrival information, upgrading bus stops, effects of major disruptions to the port in
updating the payment system to use smart San Juan that could prevent goods from being
cards, adding dedicated bus lanes to some delivered in a timely manner.
roads, and expanding the bus fleet.
Potential benefits: Helps ensure that
Potential benefits: Increases the reliability residents receive food and fuel in case of an
and comfort of bus travel and expands emergency that disrupts operations at the
transportation options for people who do not main port in San Juan.
drive.
Potential costs: $100 million–$180 million in
Potential costs: $8 million–$730 million in total estimated costs
total estimated costs
Potential funder(s): PA, HMGP, FEMA Port
Potential funder(s): DOT, users, P3 Security grants, PRPA, private sector
Potential implementer(s): Puerto Rico Potential implementer(s): PRPA, port
Metropolitan Bus Authority authorities and operators
TXN 9 TXN 11
Develop an Intelligent Support Infrastructure Asset
Transportation System Management
Support transportation agencies in providing Help public agencies inventory their
real-time travel information to highway users, transportation infrastructure, including
optimizing traffic signals on key roadways, roads, bridges, culverts, and signage.
and develop a plan to ensure that crashes and Improve systems for tracking the condition
roadway obstructions are cleared from travel of that infrastructure and for scheduling
lanes as quickly as possible. maintenance, repair, and rehabilitation.
Potential benefits: Diverts traffic away Potential benefits: Reduces infrastructure
from incidents, decreases incident response maintenance costs, vehicle operating costs,
time, reduces probability of crashes after an travel times, pollutant emissions, and the rate
initial incident, and provides data to inform and severity of vehicle crashes.
transportation planning decisions.
Potential costs: $6 million in total estimated
Potential costs: $78 million in total estimated costs
costs
Potential funder(s): DOT
Potential funder(s): CDBG-DR, DOT
Potential implementer(s): PRHTA
Potential implementer(s): PRHTA
TXN 12 TXN 14
Redevelop Rafael Hernández Long-Term Planning to Develop
Airport Port of Ponce as a Regional
Expand and upgrade Rafael Hernández Transshipment Hub
Airport in Aguadilla, northwest Puerto Rico. Begin long-term strategic planning for the
Specifically, add a new runway, taxiway, apron Port of Ponce in southern Puerto Rico to serve
areas, terminals, and a control tower. as a transshipment hub. Provide economic
Potential benefits: Increases airport capacity, incentives (through reduced taxes or
improves service to airport passengers, and government subsidies) for shipping agencies
boosts local economic activity by attracting to use Ponce as an intermediate destination
more visitors. for goods heading to South and North
America.
Potential costs: $400 million–$500 million in
total estimated costs Potential benefits: Encourages economic
growth of Puerto Rico’s maritime
Potential funder(s): PA, HMGP, CDBG-DR, FAA,
transportation sector and makes Puerto
PRPA, municipality, P3
Rico’s ports more attractive to investors and
Potential implementer(s): PRPA shipping companies.
Potential costs: $100 million–$500 million in
TXN 13 total estimated costs
Reassess the Maritime Potential funder(s): Private sector,
Transportation System nongovernment sources
Recovery Plan Potential implementer(s): Port of Ponce
Reevaluate the Maritime Transportation Authority, PRPA
System recovery plan to ensure preparation
for future disasters, including coordination
among various partners and measures
TXN 15
to protect critical resources. Establish Consolidate Port Ownership
an integrated operations center and a Consolidate ownership and oversight of
communications protocol for first responders Puerto Rico’s nine main ports to better
during a disaster. manage maritime transportation.
Potential benefits: Uses lessons learned from Potential benefits: Increases the efficiency
Hurricanes Irma and Maria to ensure that and profitability of Puerto Rico’s ports,
disaster response plans are in place at ports improves coordination among port owners,
and that ports can recover quickly. increases port response and recovery
operations, and makes Puerto Rico’s ports
Potential costs: $300,000–$500,000 in total
more attractive to investors and shipping
estimated costs
companies.
Potential funder(s): USCG, FEMA Pre-Disaster
Potential costs: N/A
Mitigation Grant Program, Government of
Puerto Rico, PRPA Potential funder(s): PRPA (tax incentives),
private sector
Potential implementer(s): PRPA, USCG,
maritime stakeholders Potential implementer(s): PRPA, Port of Ponce
Authority, Port of Mayaguez Authority
TXN 16 TXN 18
Repair Damage to Surface Repair Airport Damage
Transportation Network Make repairs to airport facilities that were
Repair roads that remain damaged and replace damaged during Hurricanes Irma and Maria,
bridges that failed or were severely damaged including roofs, fences, and electrical systems.
during the hurricanes. Repair transit systems Potential benefits: Ensures that airports can
to meet codes. operate at full capacity and receive relief and
Potential benefits: Restores Puerto Rico’s recovery supplies, improves airport safety, and
surface transportation network to its boosts local economic activity.
pre-hurricane state and ensures efficient Potential costs: $270 million in total estimated
transportation of people, goods, and services. costs
Potential costs: $820 million in total estimated Potential funder(s): PA, HMGP, CDBG-DR, FAA,
costs private insurance
Potential funder(s): DOT, FEMA, Government Potential implementer(s): PRPA, Aerostar (San
of Puerto Rico Juan Airport operator)
Potential implementer(s): PRHTA
TXN 19
TXN 17 Provide High-Capacity Transit
Repair Damage to Ports and Service to San Juan Airport
Ferry Terminals Establish high-capacity bus rapid transit
Repair damage to ports and ferry terminals/ service to San Juan Airport.
vessels that limits their use or poses long- Potential benefits: Provides an alternative
term safety or operational concerns. means of transportation to Puerto Rico’s
Potential benefits: Ensures that ports can busiest airport and reduces pollutant
operate at full capacity and provides some emissions and traffic congestion.
redundancy in the event of a disaster that Potential costs: $570 million in total estimated
disrupts a major port. costs
Potential costs: $990 million in total Potential funder(s): DOT FTA, P3, DTOP
estimated costs
Potential implementer(s): PRHTA
Potential funder(s): PA, CDBG-DR, private
sector
Potential implementer(s): PRPA, Port of
Ponce Authority, Port of Mayaguez Authority,
private port operators, Puerto Rico Maritime
Transportation Authority
TXN 20 TXN 22
Provide High-Capacity Transit Extend PR-22
Service between San Juan and Extend privately operated PR-22 for roughly
Caguas 25 miles to the area currently served by PR-2.
Establish high-capacity bus rapid transit Potential benefits: Improves connections
service between San Juan and Caguas, between San Juan and western Puerto Rico
probably along the route of PR-52. and serves Rafael Hernández Airport in
Potential benefits: Provides an alternative Aguadilla.
means of transportation between San Juan Potential costs: $1 billion in total estimated
and Caguas and reduces pollutant emissions costs
and traffic congestion.
Potential funder(s): DOT, P3, Government of
Potential costs: $370 million in total estimated Puerto Rico, DTOP
costs
Potential implementer(s): PRHTA
Potential funder(s): DOT FTA, P3, DTOP
Potential implementer(s): PRHTA
TXN 23
Complete PR-10
TXN 21 Fill gaps in Puerto Rico’s highway network by
Extend PR-5 completing work on PR-10, one of the few
Extend privately operated PR-5 in Bayamon north-south routes.
between PR-199 and PR-167. Potential benefits: Improves mobility
Potential benefits: Provides upgraded between Puerto Rico’s interior and the north
connections between the San Juan metro area and south coasts, spurs local economic
and mountain municipalities. activity, and improves infrastructure resilience
and road safety.
Potential costs: $210 million in total estimated
costs Potential costs: $370 million in total estimated
costs
Potential funder(s): DOT, P3, DTOP
Potential funder(s): DOT, P3, DTOP
Potential implementer(s): PRHTA
Potential implementer(s): PRHTA
TXN 24 CIT 13
Update the Airport Emergency Streamline the Permitting and
Plan Rights of Way Processes for
Update the Airport Emergency Plan to identify Towers and the Deployment of
reserve capacity, ensure that items needed for Fiber-Optic Cable
response efforts are pre-positioned before Establish a central rights of way and
an emergency, develop a communications permitting approval authority to achieve
protocol for first responders, and integrate uniform and streamlined approval processes.
disaster protection measures to ensure
Potential benefits: Serves as an important
the safety of the airport populace and the
step towards providing high-speed internet
community in which the airport is located.
service to support education, health
Potential benefits: Uses lessons learned care, social services, the visitor economy,
from Hurricanes Irma and Maria to ensure emergency services, and other sectors.
that disaster response plans are in place at
Potential costs: $600,000 in total estimated
airports across Puerto Rico, supports quicker
costs
recovery in the event of a future disaster, and
promotes the health, safety, and security of Potential funder(s): FCC
communities near airports. Potential implementer(s): PRTRB, GPR
Potential costs: $5 million in total estimated agencies, municipalities
costs
Potential funder(s): HMGP, CDBG-DR, FAA, CIT 17
Government of Puerto Rico, PRPA Puerto Rico Data Center
Potential implementer(s): PRPA, Aerostar (San Establish a robust and disaster-proof, scalable,
Juan Airport operator) cloud-enabled data center for governmental
information systems that expands its capacity
to perform essential governmental functions
TXN 25
and deliver essential services.
Increase Port Facility
Potential benefits: Enables highly reliable
Resilience
governmental IT services for tracking,
Improve and rehabilitate piers and associated
supporting, and coordinating response and
buildings at ports to increase their resilience
recovery needs within Puerto Rico and
to disasters and sea level rise.
externally, while preserving the integrity of all
Potential benefits: Helps ensure continuity essential information systems.
of operations at ports and increases the
Potential costs: $68 million–$190 million in
structural integrity of port infrastructure.
total estimated costs
Potential costs: $360 million–$540 million in
Potential funder(s): Government of Puerto
total estimated costs
Rico, lease of excess capacity, nongovernment
Potential funder(s): HMGP, CDBG-DR, DOC sources
EDA
Potential implementer(s): CIO, GPR agencies
Potential implementer(s): PRPA, Port of Ponce
Authority, Port of Mayaguez Authority
CIT 22 ENR 5
Use Federal Programs to Spur Design and Build Hardened
Deployment of Broadband Grid Assets to Support Critical
Internet Island-Wide Infrastructure
Work with the FCC, HUD, other federal Prioritize the hardening of electricity and
agencies, and GPR agencies to streamline distribution assets. Design assets that enable
and expedite applications and approvals for rapid response time for electricity to support
schools, libraries and clinics to receive funding other critical infrastructure. This action
for broadband services through FCC’s E-rate includes (1) policy guidance to clarify a plan
program, supplemented by other federal for outages of a reasonable duration at critical
programs. Work with the FCC, federal agencies facilities and enforce these standards where
and GPR agencies to leverage these programs. they already exist, (2) energy solutions for
homes with electricity-dependent medical
Potential benefits: Facilitates the deployment
needs, and (3) a program to increase energy
of internet services to schools, libraries and
reliability to critical water pumps systems.
clinics as precursor to improving the provision
of education, health and other services. Potential benefits: Promotes economic
growth by creating a reliable electricity supply
Potential costs: $0.9 million in total estimated
that is less impacted by threats/hazards.
costs
Potential costs*: $3 million in total estimated
Potential funder(s): FCC, USDA, HUD, DOC EDA,
costs
NTIA
Potential funder(s)*: CDBG-DR, FEMA NFIP,
Potential implementer(s): PRTRB, FCC, PRDE
U.S. Department of Energy, EPA, NOAA, PREPA,
private sector, nongovernment sources
Potential implementer(s)*: PREPA, new private
owner/operators, U.S. Department of Energy
ENR 9 ENR 16
Design and Build Fuel Supply Promote and Provide Sustained
Chain to Provide Reliable Electricity Delivery to Critical
Energy Source Facilities
Improve the fuel supply chain from port to Provide sustained electricity delivery to
end use. This action includes (1) increasing critical facilities—water, communications,
investment in the fuel stockpile, (2) expanding manufacturing, health services, schools,
the number of storage facilities, (3) increasing airports, and seaports—to ensure the
the number of—and strategically locating— sustained delivery of public services in the
trucks and trained workforce to deliver fuel, absence of the bulk power system. This action
and (4) expanding the size of existing shipping includes (1) policy guidance on the reasonable
ports. duration of outages for critical facilities, (2)
targeted energy solutions for households with
Potential benefits: Diminishes vulnerability to
electricity-dependent medical needs, and (3)
fuel price spikes and enables the distribution
a program to increase energy reliability to
of emergency fuel to geographically dispersed
critical water pump systems.
areas.
Potential benefits: Improves the efficiency
Potential costs*: $700 million in total
and effectiveness of response efforts.
estimated costs
Improves access to life-sustaining resources
Potential funder(s)*: HMGP, CDBG-DR, FEMA after a disaster.
NFIP, U.S. Department of Energy, EPA, NOAA,
Potential costs*: $200 million in total
PREPA, private sector, nongovernment sources
estimated costs
Potential implementer(s)*: PREPA, U.S.
Potential funder(s)*: HMGP, CDBG-DR, U.S.
Department of Energy
Department of Energy, EPA, NOAA, PREPA,
private equity
Potential implementer(s)*: PREPA, PRASA,
PREMA, FEMA, USACE
HOU 5 HOU 11
Collect, Integrate, and Map Develop and Adopt a Common
Housing Sector Data Address System
Create an integrated database of housing and Revise address system to decrease
home ownership information, including title, complexity. Install new street signs and
permits, land use, property tax and location. address numbers. Update government
databases with new property addresses.
Potential benefits: Supports planning,
relocation and mitigation efforts needed to Potential benefits: Improves ability of
make these communities safer and resilient. emergency responders to locate properties.
Aids civic planning for efficient location of Improves ability of planners and social service
emergency and other public services, such as providers to map and analyze urban problems
fire stations, hospitals, and schools. Improves and develop solutions. Improves efficiency
overall GPR and municipal efforts to increase of mail delivery and simplifies operations of
property tax revenues. other entities that rely on property addresses
to provide or bill for services.
Potential costs: $30 million–$50 million in
total estimated costs Potential costs: $75 million–$200 million in
total estimated costs
Potential funder(s): CDBG-DR
Potential funder(s): CDBG-DR, Government of
Potential implementer(s): PRPB, PRDH, PRDOJ,
Puerto Rico
OGPe, CRIM, private sector firms (banks,
insurance) Potential implementer(s): PRDH, PRPB, PRDOJ,
CRIM, OGPe, municipal governments
HOU 6
Enforce Land Use Plans and NCR 13
Improve Compliance with Reduce Sediment Pollution and
Building Permitting Risk from Landslides
Provide funding to update current municipal Stabilize soils and slopes in critical areas
plans and align them with the State Land Use across Puerto Rico that were impacted
Plan (PUT) to align zoning and regulations by landslides areas through vegetative,
for permitted land use and construction. bioengineering, and structural approaches.
Provide funding for municipalities to develop Potential benefits: Protects public safety and
municipal plans when lacking. Increase road access, reduces sedimentation-related
capacity to enforce both land use and building water quality problems, restores native
codes through permitting and inspections. habitat for species, provides soil materials for
Potential benefits: Avoids construction in other applications, and protects infrastructure
high-risk areas. Provides access to local jobs, and communities from future damage.
services, and economic and transportation Potential costs: $1.05 billion in total estimated
hubs. Reduces burden of providing services in costs
new construction areas and remote areas.
Potential funder(s): HMGP, CDBG-DR, NRCS
Potential costs: $102 million–$317 million in EQIP, USDA, USACE, DOT
total estimated costs
Potential implementer(s): DNER, federal
Potential funder(s): CDBG-DR, HMGP, agencies
Government of Puerto Rico, nongovernment
sources
Potential implementer(s): PRPB, OGPe,
municipal governments
NCR 16 WTR 18
Wetlands Restoration Invest in Stormwater System
Restore the capacity, resiliency, and ecological Management
function of coastal wetlands through site- Invest in stormwater system cleaning,
specific actions. monitoring, maintenance and assessment
Potential benefits: Provides storm surge through (1) comprehensive and routine asset
protection, erosion control, sediment trapping, mapping, (2) hydrologic and hydraulic analyses,
wildlife habitat, water filtration, and flood (3) illicit discharge detection and elimination
water absorption. Facilitates habitat recovery (IDDE) program expansion, (4) education and
and healthy ecosystems. technical assistance, (5) assessment of system
capacity and condition, (6) removal of debris
Potential costs: $24.8 million–$31.4 million in
and blockages, and (7) inventory management
total estimated costs
of parts and equipment.
Potential funder(s): HMGP, CDBG-DR, DOI,
Potential benefits: Improves water and
USDA, NOAA, EPA, nongovernment sources
environmental quality and human health.
Potential implementer(s): DNER, USACE Reduces damages to public and private
property from urban flood events.
WTR 19
Reduce Urban Nuisance
Flooding
Reduce urban nuisance flooding and mitigate
the discharge of contaminated stormwater
runoff into bodies of water through improved
stormwater infrastructure design standards,
green infrastructure, enhanced stormwater
permitting processes and land use regulations,
improved system capacity, incentive programs
for stormwater retention, and public outreach
campaigns.
Potential benefits: Improves water and
environmental quality and human health
and reduces damages to public and private
property from urban flood events.
Potential costs: $1.005 billion in total
estimated costs
Potential funder(s): EPA, USDA, Government
of Puerto Rico, DNER
Potential implementer(s): Municipalities,
DNER, PRASA, EPA, USGS, PRPB, OGPe, NOAA,
EQB, DTOP, private industry and NGOs
WTR 20
Relocate or Redesign Assets in
Flood Zones
Relocate or redesign assets in flood zones
according to building standards and updated
hydrologic guidelines to reduce the likelihood
of service disruption or infrastructure failure
during 100- and 500-year flood events.
Potential benefits: Decreases flood risk and
increases water sector resilience to future
disasters by preventing flooding, damage, and
service interruption.
Potential costs: $1.18 billion in total estimated
costs
Potential funder(s): HMGP, CDBG-DR, DOC
EDA
Potential implementer(s): PRASA, PREPA,
DNER, municipalities, DTOP, non-PRASA
operators, FEMA
HOU 4 HOU 5
Make Owner-Occupied Homes Collect, Integrate, and Map
Less Vulnerable to Natural Housing Sector Data
Hazards Create an integrated database of housing and
Provide funding to perform mitigation work home ownership information, including title,
on homes not directly damaged by Hurricanes permits, land use, property tax and location.
Maria or Irma but at increased risk of future Potential benefits: Supports planning,
damage from weather, climate, or other relocation and mitigation efforts needed to
natural disasters. make these communities safer and resilient.
Potential benefits: Increases the resilience Aids civic planning for efficient location of
of housing, which should lessen the emergency and other public services, such as
impact of future disasters for residents fire stations, hospitals, and schools. Improves
and communities and reduce the need for overall GPR and municipal efforts to increase
dependence on federal programs to support property tax revenues.
repair and recovery or rebuilding. Seeks to Potential costs: $30 million–$50 million in
leverage existing federal home improvement total estimated costs
programs like the DOE Weatherization
Potential funder(s): CDBG-DR
Program to potentially reduce costs and
maximize funds available for mitigation Potential implementer(s): PRPB, PRDH, PRDOJ,
efforts. OGPe, CRIM, private sector firms (banks,
insurance)
Potential costs: $12 billion–$18 billion in total
estimated costs
Potential funder(s): HMGP, PDM, CDBG-DR, HOU 6
nongovernment sources Enforce Land Use Plans and
Potential implementer(s): PRDH,
Improve Compliance with
municipalities
Building Permitting
Provide funding to update current municipal
plans and align them with the State Land Use
Plan (PUT) to align zoning and regulations
for permitted land use and construction.
Provide funding for municipalities to develop
municipal plans when lacking. Increase
capacity to enforce both land use and building
codes through permitting and inspections.
Potential benefits: Avoids construction in
high-risk areas. Provides access to local jobs,
services, and economic and transportation
hubs. Reduces burden of providing services in
new construction areas and remote areas.
Potential costs: $102 million–$317 million in
total estimated costs
Potential funder(s): CDBG-DR, HMGP,
Government of Puerto Rico, nongovernment
sources
Potential implementer(s): PRPB, OGPe,
municipal governments
HOU 11 HOU 14
Develop and Adopt a Common Assess Needs, Repair, and
Address System Mitigate Damaged Affordable
Revise address system to decrease Rental Housing
complexity. Install new street signs and Repair damaged public housing and mitigate
address numbers. Update government subsidized housing that is vulnerable
databases with new property addresses. to natural hazards or assist residents in
Potential benefits: Improves ability of relocating. Provide assistance to operators
emergency responders to locate properties. of homeless housing to complete needed
Improves ability of planners and social service repairs. Update existing publicly-assisted
providers to map and analyze urban problems housing to better accommodate special needs
and develop solutions. Improves efficiency residents (including the elderly and disabled).
of mail delivery and simplifies operations of Potential benefits: Provides safe, secure
other entities that rely on property addresses housing for low-income and homeless
to provide or bill for services. persons. Repairs damaged properties.
Potential costs: $75 million–$200 million in Provides energy conservation upgrades.
total estimated costs Mitigates damage from future disaster events.
Potential implementer(s): PRDH, PRPB, PRDOJ, Potential funder(s): PA, CDBG-DR, HUD
CRIM, OGPe, municipal governments Potential implementer(s): Puerto Rico Public
Housing Authority, HUD, Puerto Rico Housing
Finance Authority, USDA Rural Development
HOU 12
Program
Register Properties and
Resolve Titling Issues
Promote registration of all property titles in
the property registry. Create and publicize title
registration process, importance and benefits
of obtaining clear title, and potential penalties
for failure to establish title and register
properties.
Potential benefits: Reduces future
uncertainty regarding property ownership and
property disputes. Creates consistent process
for establishing title. Improves accuracy of
property tax collection.
Potential costs: $800 million in total
estimated costs
Potential funder(s): IA, CDBG-DR, Government
of Puerto Rico
Potential implementer(s): Municipalities,
PRDOJ, OGPe, PRPB, CRIM, PRDH
HOU 15 HOU 17
Assess Need for—and Adopt Increase Adoption of
Programs to Provide— Homeowners and Flood
Additional Affordable Rental Insurance
Housing and Housing for Increase the proportion of Puerto Rican
Vulnerable Populations homes that carry wind and flood insurance.
Assess the current and future need for public Conduct education and outreach campaigns
or subsidized rental housing and homeless about coverage and costs. Assess whether
housing for lower income households and other types of products should be developed
special needs populations. Identify programs and offered at lower cost. Provide financial
to increase the supply of affordable housing. assistance to low-income households to help
reduce premium costs.
Potential benefits: Provides safe, secure
housing for low-income and special needs Potential benefits: Increases uptake of wind
populations. and flood insurance. Decreases reliance
on local and federal aid. Speed recovery
Potential costs: $1.4 billion–$4.4 billion in total
for residents and communities after future
estimated costs
natural disasters.
Potential funder(s): HUD, Low-Income
Potential costs: $450 million–$1.1 billion in
Housing Tax Credit, Puerto Rico Public Housing
total estimated costs
Authority, nongovernment sources
Potential funder(s): CDBG-DR, FEMA NFIP,
Potential implementer(s): Puerto Rico
private insurance, Puerto Rico Housing
Housing Finance Authority, Puerto Rico
Finance Authority, PRDH
Public Housing Authority, HUD, USDA Rural
Development Program Potential implementer(s): Office of the
Commissioner of Insurance, Office of the
Commissioner of Financial Institutions,
insurance companies
HOU 19 CIT 3
Reduce Mortgage Upgrade and Enhance 911
Delinquencies and Foreclosures Service
Stem the tide of delinquencies and Upgrade the current 911 network to an
foreclosures which has increased since Emergency Services IP Network, implement
Hurricane Maria by allowing delinquent Next Gen 911, and consolidate dispatch at the
borrowers to catch up on mortgage payments PSAP.
through an assistance program. Potential benefits: Improves the effectiveness
Potential benefits: Stabilizes rates of of 911 service through new features (such as
foreclosure to pre-Hurricane levels. Promotes text, photo, video and GPS location sharing),
financial and residential stability. improves 911 response times, and improves
system resilience.
Potential costs: $85 million–$235 million in
total estimated costs Potential costs: $3 million–$7 million in total
Potential funder(s): CDBG-DR, private lenders, estimated costs
nongovernment sources Potential funder(s): DOC
Potential implementer(s): Puerto Rico Potential implementer(s): Puerto Rico 9-1-1
Housing Finance Authority, PRDH, Mortgage Service Governing Board
Bankers Association, private lenders,
insurance companies
CIT 4
Rural Area Network Task Force
HOU 20
Establish a task force to develop
Assess and Renovate Vacant communications networks and information
and Blighted Properties systems in rural or disconnected areas,
Inventory vacant properties. Develop particularly for the elderly, limited-mobility
strategies to clarify legal ownership individuals, and caregivers, for use in
of properties and ways to incentivize emergencies.
redevelopment or relinquishing of properties
Potential benefits: Initiates establishment of
for demolition or rehabilitation. Rehabilitate,
information systems that will avoid loss of life
redevelop, or demolish abandoned and
and improve the health of people in areas with
blighted residential and commercial
limited communications infrastructure.
properties. Determine end uses of properties,
including development of affordable rental Potential costs: $400,000–$800,000 in total
housing and rent-to-own programs. estimated costs
CIT 16 CIT 26
Government Digital Reform Wi-fi Hotspots in Public
Planning and Capacity Building Housing and “Digital
Create a roadmap for digital transformation Stewards” Program
and determine priorities, assess needs, costs, Establish a “Digital Stewards” program to train
and feasibility for a government-wide digital residents to install and service wi-fi hotspots
transformation strategy. in public housing and other publicly funded
Potential benefits: Helps Puerto Rico benefit facilities.
from best practices and avoid common pitfalls Potential benefits: Decreases the “digital
to digital transformation, ensures stakeholder divide,” reduces costs for low-income
buy-in, and provides a comprehensive residents who previously relied on expensive
strategy and set of metrics. data plans, and provides a priority post-
Potential costs: $14 million in total estimated disaster connection point.
costs Potential costs: $20 million in total estimated
Potential funder(s): CDBG-DR, DOC EDA costs
CIT 25
Evaluate and Implement CIT 36
Alternative Methods to Deploy Data Collection and
Broadband Internet Service Standardization for Disaster
Throughout Puerto Rico Preparedness and Emergency
Create a comprehensive plan for deploying Response
broadband internet throughout Puerto Support expansion and ongoing development
Rico by leveraging existing fiber rings and of status.pr website with data-sharing
assessing the availability of existing federal protocol in partnership with private sector to
programs, in particular those of the Federal enable ongoing situational awareness.
Communications Commission (FCC).
Potential benefits: Creates a platform to
Potential benefits: Serves as an important publicly share data in a standardized, user-
step towards providing high-speed internet friendly format; provides valuable information
service to support education, health for policymakers, the media, and emergency
care, social services, the visitor economy, responders; and makes data available in
emergency services, and other sectors. formats that can be used by developers.
Potential costs: $0.9 million in total estimated Potential costs: $100,000 in total estimated
costs costs
Potential funder(s): CDBG-DR, FCC Potential funder(s): HMGP, CDBG-DR
Potential implementer(s): PRTRB, FCC, private Potential implementer(s): CINO, PREMA, GPR
telecommunication companies agencies
CPCB 1 CPCB 3
Disaster Preparedness Data Capacity Building to
Analysis and Decision Support Incorporate Hazard Risk
Capability Reduction into Planning and
Enhance disaster-related data analysis and Design
decision support capability within PREMA Strengthen hazard mitigation assessment,
to support both disaster preparedness monitoring, and evaluation capabilities within
and hazard mitigation activities. This the Puerto Rico Planning Board (PRPB) so that
action includes collecting and analyzing the board can promote the incorporation
data on hazards, environmental risks, of risk reduction in all planning and design
housing, infrastructure, economic barriers, decisions. This action includes (1) enhancing
preparedness, etc. by geography (municipality GIS capabilities to generate hazard maps for
or smaller) and disseminating this information each municipality to inform zoning decisions,
to planners in PREMA, other state-level and (2) hiring a risk officer for each of the 27
agencies, and municipalities. state-level agencies.
Potential benefits: Allows the government Potential benefits: Enables a standardized
of Puerto Rico to make informed choices and systematic approach to hazard
about how to efficiently and effectively mitigation. Encourages a more data-driven
spend available funds to improve disaster implementation of Puerto Rico’s hazard
preparedness. mitigation plan.
Potential costs: $21 million in total estimated Potential costs: $84 million in total estimated
costs costs
Potential funder(s): HMGP, CDBG-DR, PREMA Potential funder(s): HMGP, CDBG-DR
Potential implementer(s): Government of Potential implementer(s): PRPB, infrastructure
Puerto Rico, municipal governments sectors
CPCB 4 CPCB 7
Resilience Building in Capacity Building for
Collaboration with High-Risk Emergency Shelter Planning
Communities Hire planners in each municipality and at the
Hire planners (on average 1.5 FTE per state-level to build a more robust emergency
municipality) to develop and implement shelter system. This action will develop
disaster response and recovery plans parameters, standards, and general design
in collaboration with 50–100 selected guidelines for shelters that can better support
communities. This action includes (1) residents over the longer-term. This action
investments into programs—e.g., workforce also will establish a protocol with the National
development, microfinance, education—that Guard for effective management of response
address long-term stressors, as well as the commodities for shelters.
improvement of essential services; and (2) Potential benefits: Improves access to safe
resilience building events for community and appropriately resourced shelters within
residents and local businesses, including a reasonable distance that can accommodate
fostering connections among governmental community needs, such as disabilities and
agencies, community groups, and NGOs. medical conditions.
Potential benefits: Builds community and Potential costs: $57 million in total estimated
individual resilience for both disaster response costs
and long-term recovery
Potential funder(s): HMGP, CDBG-DR,
Potential costs: $82 million in total estimated Government of Puerto Rico, municipalities
costs
Potential implementer(s): FEMA, PREMA,
Potential funder(s): CDBG-DR, DHHS public buildings sector
Potential implementer(s): Government of
Puerto Rico, municipal governments, local
NGOs
ENR 1 ENR 2
Establish and Enforce Best Design, Build, and Maintain
Practices for Electricity Grid “Islandable” Portions of the
Align grid standards with industry best Electricity Grid
practices—tailored to the unique conditions Design and create an “islandable” grid that
in Puerto Rico—and ensure timely compliance can balance generation and load to continue
and enforcement. May necessitate replacing delivering localized electricity if other portions
some components of existing generation, of the system fail. Strategically install, test,
transmission, and distribution assets. and maintain microgrids with an adequate
Potential benefits: Increases knowledge of inventory of replacement assets.
system components. Increases ready access Potential benefits: Allows for more
to replacement parts. Lowers maintenance resilient electricity and potentially improved
costs. Allows for faster repairs, a broader environmental performance (and improved
range of material and supplies that can be public health). May save money depending on
used, and synergies with other endeavors, e.g., relative electricity rates. Promotes economic
the installation of new technologies and the growth through less price volatility and
establishment of a resilient grid. potentially improved access to electricity.
Potential costs*: $1 million in total estimated Potential costs*: $1 billion in total estimated
costs costs
Potential funder(s)*: CDBG-DR, FEMA NFIP, Potential funder(s)*: CDBG-DR, FEMA NFIP,
U.S. Department of Energy, EPA, NOAA, PREPA, U.S. Department of Energy, EPA, NOAA, PREPA,
private sector, nongovernment sources private sector, nongovernment sources
Potential implementer(s)*: PREPA, new Potential implementer(s)*: PREPA, U.S.
private owner/operators, PREC, U.S. Department of Energy, private industry,
Department of Energy public-private entities, municipalities
ENR 3 ENR 5
Design and Build a Supporting Design and Build Hardened
Infrastructure for the Grid Assets to Support Critical
Electricity System‚ Including Infrastructure
Communications Prioritize the hardening of electricity and
Strengthen the electricity system through distribution assets. Design assets that enable
improvements to supporting infrastructure rapid response time for electricity to support
such as control centers, communication other critical infrastructure. This action
systems, and collection systems. includes (1) policy guidance to clarify a plan
for outages of a reasonable duration at critical
Potential benefits: Improves communications
facilities and enforce these standards where
and systems that allow faster response to
they already exist, (2) energy solutions for
disruptive events. Leads to an electricity
homes with electricity-dependent medical
supply that is less impacted by threats and
needs, and (3) a program to increase energy
hazards. Promotes economic growth with a
reliability to critical water pumps systems.
more reliable and resilient energy supply.
Potential benefits: Promotes economic
Potential costs*: $200 million in total
growth by creating a reliable electricity supply
estimated costs
that is less impacted by threats/hazards.
Potential funder(s)*: CDBG-DR, FEMA NFIP,
Potential costs*: $3 million in total estimated
U.S. Department of Energy, EPA, NOAA, PREPA,
costs
private sector, nongovernment sources
Potential funder(s)*: CDBG-DR, FEMA NFIP,
Potential implementer(s)*: PREPA, PREC, new
U.S. Department of Energy, EPA, NOAA, PREPA,
private owner/operators
private sector, nongovernment sources
Potential implementer(s)*: PREPA, new private
owner/operators, U.S. Department of Energy
ENR 17 ENR 23
Promote and Provide Energy Design Best Strategies for
and Water to Emergency Renewable Energy Resources
Infrastructure Determine the appropriate strategies for all
Ensure appropriate energy and water types of existing and potential renewable
infrastructure at critical facilities, e.g., energy resources (wind, solar, biomass,
schools and stadiums. This action includes hydro, tidal, etc.). Assess the possibility of
(1) selectively investing in microgrids revitalizing hydropower facilities across
and islanding equipment for emergency Puerto Rico, especially facilities with black
services; (2) installing technologies to make start or “islanding” capabilities. Promote the
communities more independently resilient, development of prioritized siting of renewable
such as feeder automation controls, onsite energy.
backup generation, combined heat and power Potential benefits: Changes the cost structure
systems, rooftop solar, and battery storage; for the electricity utility. Improves resilience
and (3) building energy management systems and faster recovery of the energy grid.
at strategically located sites. Increases access and reliability. Reduces
Potential benefits: Creates a reliable energy environmental and health costs. Promotes
source after a catastrophe. Enhances economic growth.
emergency response. Potential costs*: $800,000 in total estimated
Potential costs*: $500 million in total costs
estimated costs Potential funder(s)*: CDBG-DR, U.S.
Potential funder(s)*: HMGP, CDBG-DR, U.S. Department of Energy, PREPA, private sector,
Department of Energy, EPA, NOAA, PREPA, nongovernment sources
private equity Potential implementer(s)*: PREPA, new
Potential implementer(s)*: PREPA, PRASA, private owner/operators, PRASA, Government
PREMA, FEMA, USACE of Puerto Rico, municipalities
ENR 24 HSS 1
Design Best Strategies for Increase Use of Solar-Powered
Affordable and Stable Energy Generators and Solar Backup
Prices Power Sources
Prioritize strategies for energy generation Promote solar-powered generators for
resources that reduce prices and volatility single-family homes (over 80% of all housing
faced by consumers. Establish goals for the units), multi-family homes, and commercial
quantity and type of energy sources to be properties to reduce air and noise pollution.
generated. Evaluate the costs and benefits Potential benefits: Reduces noise and air
of alternative generation resources. Evaluate pollution and thus the risk for respiratory and
options and establish policies that incentivize hearing-related illnesses. Reduces the number
private investment. Develop a workforce that of residents who need to be evacuated due
can maintain generation investments. to lack of power. Reduces morbidity among
Potential benefits: Establishes a system residents with technological dependence
that provides affordable, reliable, and high- for health issues, and mortality and risk
quality electric power to small businesses, associated with fossil fueled generators.
commercial and industrial users, and the Potential costs: $0.31 billion–$4.9 billion in
broader economy of Puerto Rico. total estimated costs
Potential costs*: $3 billion in total estimated Potential funder(s): EPA, USDA, EQB, private
costs sector
Potential funder(s)*: CDBG-DR, FEMA NFIP, Potential implementer(s): EQB, EPA’s
U.S. Department of Energy, EPA, NOAA, PREPA, Caribbean Division
private sector, nongovernment sources
Potential implementer(s)*: Government
of Puerto Rico, PREPA, new private owner/
operators, PREC
HSS 2 HSS 10
Prevent Disease Through a Expand Care for Trauma and
Capacity-Building Healthy Chronic Stress
Housing Initiative: Targeting Expand the number of people and places
Mold, Lead, and Other (e.g., schools and other community centers)
Stressors where people can get both long-term and
Build capacity for the identification immediate assistance for acute trauma and
and management of mold and other chronic stress. This action includes training
environmental stressors through an integrated nonprofessionals, such as health and physical
healthy homes/housing and buildings initiative education teachers, in supportive emotional
to prevent respiratory-related and other well-being services.
health exacerbations. This action includes Potential benefits: Improves quality of care
enforcement, an educational campaign, and outcomes for traumatic stress and addresses
promotion of case management guidelines as the mental health care provider shortage and
well as the proper use of medications. distribution issues.
Potential benefits: Decreases the public Potential costs: $8.4 million in total estimated
health burden of asthma and other costs
respiratory-related diseases, and thus also
Potential funder(s): DHHS SAMHSA grants,
decreases health care costs.
nongovernment sources
Potential costs: $16 million–$23 million in total
Potential implementer(s): Mental health
estimated costs
providers
Potential funder(s): CDC, DHHS HRSA
Potential implementer(s): EPA, CDC, other
federal agencies, PRDH, PRDOH, other GPR
agencies
HSS 20 MUN 14
Improve Supports for the Repopulate Urban Centers
Elderly‚ Particularly Those Incentivize the redevelopment and
Living Alone repopulation of urban centers to improve
Provide pre-disaster support to seniors by social and health outcomes and improve
investigating reimbursement policies for home access to services. Provide incentives for
care visits to allow greater independence individuals and families living in outlying
and promote economic opportunities via communities to relocate to urban centers.
continued support for Project 646. Encourage Potential benefits: Helps improve community
communities to participate in local emergency and municipal resilience by concentrating
planning through activities such as community residents in easily accessible urban areas with
mapping that would help to identify people more resilient infrastructure and services.
who might be at increased risk in a disaster, Reduces the costs of providing these services
such as elderly who live alone. and improves access these populations
Potential benefits: Increases the resiliency after emergencies. Eases the repurposing
of the elderly population, including their of abandoned properties in urban centers
ability to access aid or other needed supplies. and reduces blight—while spurring economic
Avoids the worsening of chronic conditions development in all sectors.
due to insufficient medicines or nutrition and Potential costs: $600,000 in total estimated
promotes overall well-being. costs
Potential costs: $62 million in total estimated Potential funder(s): CDBG-DR, SBA,
costs Government of Puerto Rico
Potential funder(s): DHHS, OPPEA, PRDF Potential implementer(s): Governor, municipal
Potential implementer(s): OPPEA, PREMA governments
MUN 17 NCR 8
Provide Municipalities with Increase Landfill Capacity to
Technical Assistance and Dispose of Hurricane-Related
Support for Best Practices Waste and to Properly Manage
in Public Management and Future Waste
Operations Increase landfill capacity, including building
Provide municipal governments with transfer stations, to meet the waste
technical assistance and other forms of management needs of Puerto Rico. Meet the
support to implement best practices in public permitting and inspection needs to permit
management including human resources and new landfills and inspect existing landfills.
fiscal issues. Improve municipal workforces Potential benefits: Meets Puerto Rico’s landfill
by standardizing salary rates, position capacity needs and improves environmental
descriptions, and qualification requirements quality and public health, with spillover
and by providing professional development benefits for municipal operations, the local
and training. economy, and tourism.
Potential benefits: Improves public Potential costs: $176 million in total estimated
management at the municipal level by costs
promoting best practices in core operations.
Potential funder(s): HMGP, CDBG-DR, EPA,
Improves ability of municipal governments to
USDA
provide an array of services maintaining fiscal
well-being. Leads to a more highly skilled, Potential implementer(s): DNER (EQB),
professional workforce. municipalities
Potential costs: $3.5 million in total estimated
costs NCR 11
Potential funder(s): CDBG-DR, DOL Establish a Long-Term,
Potential implementer(s): Government of
Sustainable, Integrated Solid
Puerto Rico, municipal governments Waste Management Program
Implement an updated Solid Waste
Management Plan to address disaster debris
management and changes to waste streams
after disasters, including diverting organic and
recyclable waste from landfills.
Potential benefits: Extends the life of
landfills, helps ensure a sustainable,
economically viable, and compliant solid
waste management plan, reduces waste
going to unlined landfills, provides economic
opportunities, and improves soil for
agriculture.
Potential costs: $263 million in total estimated
costs
Potential funder(s): CDBG-DR, USDA, P3
Potential implementer(s): DNER (EQB), EPA,
USDA
NCR 13 NCR 22
Reduce Sediment Pollution and Promote Alternative Tourism
Risk from Landslides for Economic Development
Stabilize soils and slopes in critical areas Catalyze experience-based tourism in key hub
across Puerto Rico that were impacted areas and enhance efforts to preserve unique
by landslides areas through vegetative, natural, cultural, and historical assets.
bioengineering, and structural approaches. Potential benefits: Supports economic
Potential benefits: Protects public safety and growth; improves services and access;
road access, reduces sedimentation-related protects historical, cultural, and natural
water quality problems, restores native assets; incubates local entrepreneurship;
habitat for species, provides soil materials for and improves quality of life in underserved
other applications, and protects infrastructure communities.
and communities from future damage. Potential costs: $0–$350 million in total
Potential costs: $1.05 billion in total estimated estimated costs
costs Potential funder(s): DOC EDA, SBA, USDA, NPS,
Potential funder(s): HMGP, CDBG-DR, NRCS NOAA
EQIP, USDA, USACE, DOT Potential implementer(s): PRTC, DOC EDA,
Potential implementer(s): DNER, federal DNER
agencies
PBD 3
NCR 14 Establish Integrated Services
Water Quality Improvements Centers
at the Watershed Scale Continue supporting the Government of
to Protect Human Health, Puerto Rico’s ongoing project to cluster
Infrastructure, Freshwater, public services in a single location to improve
and Marine Environments efficiency and accessibility to the public.
Implement watershed restoration and A center is already operating in San Juan,
management strategies in four priority where residents can access a variety of social
watersheds (Arecibo, San Juan Metropolitan services in a single location.
Area, Cabo Rojo/Guánica, and Northeast Potential benefits: Simplifies access to
Corridor) and sensitive coastal areas. services for the population and streamlines
Potential benefits: Reduces the potential for maintenance processes.
excessive sedimentation from future storm Potential costs: $10 million–$20 million in total
runoff, reduces pollution in waterways, estimated costs
improves soil retention, reduces landslide risk,
Potential funder(s): PA, HMGP, CDBG-DR,
maintains reservoir storage capacity, provides
Government of Puerto Rico, USDA WIC
ecological corridors, improves water quality,
and restores coastal areas. Potential implementer(s): Puerto Rico
Department of State, PRPBA
Potential costs: $142 million in total estimated
costs
Potential funder(s): HMGP, CDBG-DR, NRCS
EQIP, EPA, DOI, NOAA, EQB State Revolving
Fund
Potential implementer(s): DNER, federal
agencies
PBD 9 TXN 5
Repair All Essential Public Road Maintenance and Repair
Buildings Damaged by Program
Hurricanes Irma and Maria Adopt a “fix it first” policy: Give priority to
Complete repairs to essential public buildings cost-effective road maintenance and repair
that sustained hurricane damage, ensuring projects over new construction or expanding
that repairs meet current building safety existing roadways. Select projects on the
codes for wind, flood, and seismic events. advice of traffic engineers to improve the
condition, safety, and operation of roadways.
Potential benefits: Fixes damaged buildings
and ensures that public buildings are more Potential benefits: Reduces vehicle operating
resilient to future hurricanes and other costs, travel times, crash rates, the severity of
disasters. crashes, pollutant emissions, and future road
maintenance costs while increasing resilience.
Potential costs: $4 billion in total estimated
costs Potential costs: $1.4 billion–$6.4 billion in total
estimated costs
Potential funder(s): PA, HMGP, CDBG-DR, U.S.
Department of Education Potential funder(s): DOT, DTOP
PBD 10 TXN 7
Incentivize State-of-the-Art Incentivize a Variety of
Building Design, Practices, and Mobility Options
Technologies Provide additional travel options for people
Modify or develop policies and programs that who do not drive or prefer to use other
establish clear standards for energy and water modes of transportation. Examples include
efficiency in public buildings and provide ride-hailing/ride-sharing, expanded “publico”
incentives for energy and water efficiency, (jitney) service, inter-city bus service, bike/
renewable energy systems, increased scooter-sharing, and peer-to-peer car-
resilience to natural hazards, and innovative sharing.
redesign or reconfiguration of spaces to Potential benefits: Increases mobility
better support delivery of critical public and quality of life for people who do not
services. drive, reduces traffic congestion, reduces
Potential benefits: Reduces resource use and costs for people who give up driving, and
building operational costs, meets Government promotes public health and decreases air
of Puerto Rico energy goals, reduces potential pollution through the use of nonmotorized
future damages, increases reliability of critical transportation.
public services, and potentially creates jobs. Potential costs: $5 million–$190 million in total
Potential costs: $7 million in total estimated estimated costs
costs Potential funder(s): DOT, users, private sector
Potential funder(s): GPR agency operating Potential implementer(s): PRHTA, private
budgets, EPA companies, Puerto Rico Metropolitan Bus
Potential implementer(s): Government of Authority
Puerto Rico, municipal governments
TXN 16 WTR 10
Repair Damage to Surface Curtail Unauthorized Releases
Transportation Network into Sanitary Sewers
Repair roads that remain damaged and replace Curtail the disposal of fats, oil and grease
bridges that failed or were severely damaged (FOG) and other unauthorized releases into
during the hurricanes. Repair transit systems wastewater collection systems by introducing
to meet codes. educational programs, implementing
mitigation measures, and creating incentive
Potential benefits: Restores Puerto Rico’s
programs.
surface transportation network to its
pre-hurricane state and ensures efficient Potential benefits: Improves the performance
transportation of people, goods, and services. of sanitary sewer systems, reduces overflow
events and raw sewage exposure, and
Potential costs: $820 million in total estimated
improves human health and the quality of
costs
receiving waters.
Potential funder(s): DOT, FEMA, Government
Potential costs: $24 million in total estimated
of Puerto Rico
costs
Potential implementer(s): PRHTA
Potential funder(s): Government of Puerto
Rico, PRASA, EPA
WTR 1
Potential implementer(s): PRASA, EPA
Resilient Repair or
Replacement of the PRASA
Drinking Water System WTR 19
Repair or replace PRASA drinking water
Reduce Urban Nuisance
system assets and facilities in a manner that Flooding
enhances future resilience to extreme events. Reduce urban nuisance flooding and mitigate
the discharge of contaminated stormwater
Potential benefits: Ensures quality and
runoff into bodies of water through improved
quantity of service to PRASA clients, which
stormwater infrastructure design standards,
safeguards public health and supports
green infrastructure, enhanced stormwater
economic activity, including tourism and
permitting processes and land use regulations,
industry. Strengthens PRASA financial
improved system capacity, incentive programs
sustainability through a more resilient
for stormwater retention, and public outreach
infrastructure system.
campaigns.
Potential costs: $6.340 billion in total
Potential benefits: Improves water and
estimated costs
environmental quality and human health
Potential funder(s): PRASA, EQB, EPA, PRDOH and reduces damages to public and private
Potential implementer(s): PRASA, EQB, EPA property from urban flood events.
Potential costs: $1.005 billion in total
estimated costs
Potential funder(s): EPA, USDA, Government
of Puerto Rico, DNER
Potential implementer(s): Municipalities,
DNER, PRASA, EPA, USGS, PRPB, OGPe, NOAA,
EQB, DTOP, private industry and NGOs
WTR 23
Evaluate, Repair, and Improve
Flood Control Infrastructure
Evaluate, repair, and improve the performance
and resilience of flood control infrastructure,
including dams, levees, channels, and water
control structures, to safely manage 100-year
floods events.
Potential benefits: Reduces flood risk for
communities and infrastructure assets.
Potential costs: $434.4 million in total
estimated costs
Potential funder(s): PA, HMGP, CDBG-DR, EPA,
USACE
Potential implementer(s): DNER, PRPB,
PREMA, municipalities, USACE, EPA
WTR 28
Secure Potable Water Sources
Against Contamination
Secure potable water sources against
contamination from domestic, agricultural,
and industrial wastewater runoff and
hazardous waste sites by raising awareness of
source water protection measures, enforcing
land use restrictions, and remediating
contaminated areas.
Potential benefits: Improves water source
protection and safeguards water supply,
human health, and ecosystems.
Potential costs: $49.3 million in total
estimated costs
Potential funder(s): PA, HMGP, CDBG-DR, DOC
EDA, EPA, U.S. Bureau of Reclamation
Potential implementer(s): EPA, DNER, EQB,
PRASA
EDU 5 EDU 6
Implement a Student-Based Expanding and Updating K-12
Budget System Vocational Programs
Review current budget practices to assess Implement a one-year pilot program and
how funds are allocated to schools and subsequent full-scale program to expand and
identify unmet funding needs and inequities update K-12 vocational programs to include
based on geographic location or school entrepreneurship training and accommodate
characteristics. Determine whether and growth in economic sectors such as
how a new student-based budget formula manufacturing, finance, renewable energy,
would allow funding to be distributed more construction, hospitality, and health care.
equitably, effectively, and transparently across Potential benefits: Helps build a skilled
both public and new charter schools. labor force for sectors key to Puerto Rico’s
Potential benefits: Helps increase equity, recovery. Helps address the needs of those
allocate more dollars to higher-need schools, disproportionately affected by disasters.
and ensure consistency across all regions in Helps create and/or strengthen private-public
terms of who has access to resources. consortiums to support long-term recovery.
Creates closer ties between K-12 schools and
Potential costs: $1.6 million in total estimated
universities.
costs
Potential costs: $3 billion in total estimated
Potential funder(s): U.S. Department of
costs
Education, nongovernment sources
Potential funder(s): U.S. Department of
Potential implementer(s): PRDE (Oficina para
Education, NSF, DoD, NIH, DOL, P3, DEDC,
el Mejoramiento de las Escuelas Públicas)
Puerto Rico Department of Labor and Human
Resources, nongovernment sources
Potential implementer(s): PRDE, schools,
private industry
EDU 7 EDU 9
Augment Tele-Education/ Develop and Implement
Online Education Teacher Pipeline Program
Provide “emergency instruction” in the event Improve teacher preparation programs and
of a school closure of more than 2 weeks. This instructional practice by (1) creating a residency
action includes building an online repository model for teacher training, (2) reviewing
of free open educational resources, available teacher certification requirements, (3)
in English and Spanish and appropriate for aligning personnel decisionmaking processes
various subject areas, grade levels (K-12), and with assessment of teacher quality, (4)
technology platforms. strengthening teacher supports and career
Potential benefits: Compensates for loss of pathways, and (5) rewarding high-quality
instructional time due to school closures of teachers working in demanding environments.
all types. Provides a supplemental remedial Potential benefits: Develops a pipeline of
instructional resource. Increases access to teachers who can engage in high-quality
instruction in advanced STEM areas. Builds on instruction and support others in improving
PRDE’s initiative to integrate technology into their practice. Reduces teacher turnover and
the classroom. promotes a closer relationship between K-12
Potential costs: $22 million in total estimated schools and UPR.
costs Potential costs: $350 million in total estimated
Potential funder(s): U.S. Department of costs
Education, philanthropic foundations, Potential funder(s): U.S. Department of
corporate sponsorships
Education
Potential implementer(s): PRDE, professional
Potential implementer(s): PRDE, UPR,
development partners
professional development partners, schools
EDU 8
EDU 10
Strengthen School Leadership Develop and Implement a
Pipeline Parent Education Program on
Strengthen the school director and district School Choice
leader pipeline by improving recruitment,
Develop outreach and public education
embedded training, support (e.g., mentoring,
programs, with special emphasis on
coaching), and retention practices.
disadvantaged families, to ensure that all
Potential benefits: Positively impacts student parents and guardians have the knowledge
learning. Reduces teacher and leadership and tools they need to be effective consumers
turnover. Improves understanding of local in a school-choice environment.
education needs. Improves communication
Potential benefits: Improves parents’
between schools and regional administrators.
Increases capacity to function within newly- knowledge about their school choices, while
decentralized system. also making parents and families happier and
more invested in their chosen schools.
Potential costs: $290 million in total estimated
costs Potential costs: $5.7 million in total estimated
costs
Potential funder(s): U.S. Department of
Education, philanthropic foundations, principal Potential funder(s): U.S. Department of
training programs Education, PRDE, nongovernment sources
EDU 13 CIT 4
Landscape Analysis of Early Rural Area Network Task Force
Childhood Interventions and Establish a task force to develop
Care Opportunities communications networks and information
Determine the demographics of children 0-5 systems in rural or disconnected areas,
years of age (and their families), the current particularly for the elderly, limited-mobility
supply of interventions and care settings, and individuals, and caregivers, for use in
the cost of—and possible funding streams emergencies.
for—providing high-quality care to all children Potential benefits: Initiates establishment of
in Puerto Rico. information systems that will avoid loss of life
Potential benefits: Promotes children’s and improve the health of people in areas with
school readiness and provides an important limited communications infrastructure.
foundation for children’s later academic and
Potential costs: $400,000–$800,000 million
social success, as well as their health and
in total estimated costs
well-being.
Potential funder(s): Government of Puerto
Potential costs: $1 million in total estimated
Rico, private sector
costs
Potential implementer(s): PRTRB, PREMA
Potential funder(s): DHHS ACF, Government
of Puerto Rico, municipalities, philanthropic
foundations CIT 19
Potential implementer(s): Puerto Rico’s Municipal Hotspots
Administration for the Care and Integral Provide government-sponsored wi-fi in
Development of Children, PRDE town centers and public buildings to address
the digital disparity and provide a priority
connection point after a disaster for reaching
EDU 14
a large number of residents in one place.
Multisector Analysis to Maximize public access to government-
Support Resource Allocation sponsored wi-fi from the main centers of
Decisions Related to Schools public life, including municipal buildings, parks,
Engage a multi-disciplinary group of analysts and town squares across Puerto Rico.
and stakeholders to (1) review how economic,
Potential benefits: Reduces the “digital
infrastructure, educational, and teacher
divide” and provides a priority post-disaster
workforce resources are currently co-located
connection point for reaching a large number
across communities; and (2) recommend
of residents in one place.
strategies, ongoing analysis, decision rules,
and other approaches to deciding where Potential costs: $18 million in total estimated
to invest in school infrastructure updates, costs
where to reassign teachers, where to invest in Potential funder(s): CDBG-DR, DOC EDA
school-to-work programs, and other related
Potential implementer(s): CINO, PRTRB, GPR
decisions.
agencies, municipalities
Potential benefits: Improves educational
outcomes and community impacts, and leads
to better value for money.
Potential costs: $2.2 million in total estimated
costs
Potential funder(s): Nongovernment sources
Potential implementer(s): PRDE
CIT 20 CIT 21
Continuity of Business at Government-Owned Fiber-
PRIDCO Sites Optic Conduits to Reduce
Maintain key business activities at PRIDCO Aerial Fiber Optic Cable and
sites to provide continuity of services Incentivize Expansion of
when primary communications methods Broadband Infrastructure
are degraded after a disaster by using, for Design for the deployment of conduit for
example, fiber-optic, satellite, microwave, buried fiber optic cable and other utilities.
and cloud-based or hosted services and Trench and lay empty conduit according to the
information systems. design. Allow telecom providers to install their
Potential benefits: Improves the resilience own fiber optic cable in GPR-owned conduit.
of business enterprises that are major Potential benefits: Increases the resilience
contributors to the US economy, facilitates of telecom services while reducing costs to
cross-sector economic development within telecom providers to bury cable, facilitating
Puerto Rico, and supports communications to the burial of aerial fiber optic cable, and
impacted areas during a disaster. provision of broadband deployment
Potential costs: $24 million in total estimated throughout the Island. Provides trenching
costs and conduit adequate to accommodate other
utilities. Minimizes the need for multiple
Potential funder(s): DOC EDA, CDBG-DR,
roadway disturbances.
Government of Puerto Rico
Potential costs: $1.3 billion in total estimated
Potential implementer(s): PRIDCO
costs
Potential funder(s): CDBG-DR, DOC EDA, P3
Potential implementer(s): PRTRB, FCC, private
telecommunication companies
CIT 22 CIT 26
Use Federal Programs to Spur Wi-fi Hotspots in Public
Deployment of Broadband Housing and “Digital
Internet Island-Wide Stewards” Program
Work with the FCC, HUD, other federal Establish a “Digital Stewards” program to train
agencies, and GPR agencies to streamline residents to install and service wi-fi hotspots
and expedite applications and approvals for in public housing and other publicly funded
schools, libraries and clinics to receive funding facilities.
for broadband services through FCC’s E-rate Potential benefits: Decreases the “digital
program, supplemented by other federal divide,” reduces costs for low-income
programs. Work with the FCC, federal agencies residents who previously relied on expensive
and GPR agencies to leverage these programs. data plans, and provides a priority post-
Potential benefits: Facilitates the deployment disaster connection point.
of internet services to schools, libraries and Potential costs: $20 million in total estimated
clinics as precursor to improving the provision costs
of education, health and other services.
Potential funder(s): CDBG-DR, PRDH
Potential costs: $0.9 million in total estimated
costs Potential implementer(s): CINO, HUD, PRDH
PBD 9 PBD 11
Repair All Essential Public Bring Public Buildings up to
Buildings Damaged by Code
Hurricanes Irma and Maria Assess building safety code compliance for
Complete repairs to essential public buildings wind, flood, and seismic risks across the public
that sustained hurricane damage, ensuring building inventory and retrofit buildings with
that repairs meet current building safety the appropriate structural hardening, making
codes for wind, flood, and seismic events. other code upgrades where needed.
Potential benefits: Fixes damaged buildings Potential benefits: Increases ability of public
and ensures that public buildings are more buildings to withstand extreme weather
resilient to future hurricanes and other events and natural hazards, improves energy
disasters. and water efficiency, and reduces building
operational costs.
Potential costs: $4 billion in total estimated
costs Potential costs: $3 billion–$7 billion in total
estimated costs
Potential funder(s): PA, HMGP, CDBG-DR, U.S.
Department of Education Potential funder(s): PA, HMGP, Government
of Puerto Rico, U.S. Department of Education
Potential implementer(s): PRIFA
Emergency Impact Aid
Potential implementer(s): Government of
PBD 10 Puerto Rico
Incentivize State-of-the-Art
Building Design, Practices, and
Technologies
Modify or develop policies and programs that
establish clear standards for energy and water
efficiency in public buildings and provide
incentives for energy and water efficiency,
renewable energy systems, increased
resilience to natural hazards, and innovative
redesign or reconfiguration of spaces to
better support delivery of critical public
services.
Potential benefits: Reduces resource use and
building operational costs, meets Government
of Puerto Rico energy goals, reduces potential
future damages, increases reliability of critical
public services, and potentially creates jobs.
Potential costs: $7 million in total estimated
costs
Potential funder(s): GPR agency operating
budgets, EPA
Potential implementer(s): Government of
Puerto Rico, municipal governments
HSS 4 HSS 7
Improve Surveillance of Reduce Gap in Medicaid/
Waterborne Disease Medicare Reimbursement Rate
Increase the robustness of the surveillance Analyze the extent to which reimbursement
system for waterborne disease by (1) ensuring rates can be raised to help address the
that equipment is operational through QA/ financial viability of the health care system,
QC, (2) developing communication tools, and particularly in the context of disaster recovery
(3) establishing interagency partnerships. needs over the long-term and future system
robustness.
Potential benefits: Reduces the transmission
of infectious pathogens and harmful Potential benefits: Allows for a better
chemicals and toxins in the water system. understanding of the health care system’s
fragility, as well as where positive health care
Potential costs: $2.8 million–$2.9 million in
outcomes can be achieved by changes in
total estimated costs
payment structure.
Potential funder(s): EPA Water Finance
Potential costs: To be determined
Clearinghouse
Potential funder(s): Government of Puerto
Potential implementer(s): PRDOH, PRASA, CDC
Rico, nongovernment sources, AHRQ or CMS
grant
HSS 6
Potential implementer(s): Independent
Reduce Opportunities for research organization, Congress
Vector-Borne Diseases
Support ongoing monitoring and engagement
for mosquito control and provide support to
HSS 9
establish additional innovative practices for Increase Access to Telehealth
mosquito control, including but not limited to Options as Telecommunication
using drones to detect breeding grounds and Supports Become More Robust
apply larvicide at abandoned properties. Expand the use of telehealth across Puerto
Potential benefits: Improves mosquito control Rico and train the health care workforce
in areas that have been difficult to reach. in its use, including mental health. This
action includes using social media to screen
Potential costs: $2.1 million–$3.8 million in
and enroll more geographically isolated
total estimated costs
populations in services, and using phone
Potential funder(s): CDC and online applications to target those with
Potential implementer(s): PRVCU, PRDOH, trauma-related mental illness.
municipalities Potential benefits: Provides greater access
to specialty care for rural, hard-to-reach
populations, and quicker networking and
best-practice sharing among health care
professionals in an emergency.
Potential costs: $21 million in total estimated
costs
Potential funder(s): FCC, NIH, Medicaid 1115
waivers
Potential implementer(s): Health care
providers, mental health care providers
HSS 10 HSS 12
Expand Care for Trauma and Augment Community Health
Chronic Stress Centers and Elements for
Expand the number of people and places Primary Care
(e.g., schools and other community centers) Ensure that timely, accessible care can be
where people can get both long-term and provided after a disaster and over the long-
immediate assistance for acute trauma and term by strengthening Puerto Rico’s network
chronic stress. This action includes training of community health centers (CHCs) and
nonprofessionals, such as health and physical augmenting supporting elements, such as all-
education teachers, in supportive emotional terrain vehicles and CHC mobile care clinics,
well-being services. especially in places with sustained damages or
Potential benefits: Improves quality of care in isolated areas.
outcomes for traumatic stress and addresses Potential benefits: Provides relatively efficient
the mental health care provider shortage and alternatives to standing up new hospitals or
distribution issues. larger health care facilities. Improves access
Potential costs: $8.4 million in total estimated to services, especially in communities with
costs health care provider shortages and significant
Potential funder(s): DHHS SAMHSA grants, hurricane-related damage.
nongovernment sources Potential costs: $250 million in total estimated
Potential implementer(s): Mental health costs
providers Potential funder(s): DHHS HRSA, Government
of Puerto Rico, PRDOH, nongovernment
sources
HSS 11
Add Incentives and Other Potential implementer(s): CHCs, PRDOH
Supports to Increase and
Retain Supply of Health Care
Providers and Public Health
Practitioners
Use incentives and loan repayment programs
to ensure that Puerto Rico has a robust and
stable health care provider and public health
practitioner workforce, including primary
care providers, specialists, and mental health
practitioners, for both disaster-related health
issues and also for the long-term.
Potential benefits: Helps retain high-quality
talent in health care, and creates communities
of practitioners that can better serve their
populations due to work satisfaction.
Potential costs: $39 million in total estimated
costs
Potential funder(s): DHHS HRSA, Government
of Puerto Rico, nongovernment sources
Potential implementer(s): Puerto Rican
universities, associated hospitals and health
care facilities
HSS 13 HSS 14
Expand Practice Laws for Develop a More Robust and
Health Care Providers Resilient Data System of
Increase the supply and practice capacity Health Costs and Links to
of licensed health care providers and public Health Outcomes
health practitioners in Puerto Rico. This action Create supports for measuring health care
includes (1) allowing nurse practitioners costs systematically, including (1) merging
(NPs) and physicians assistants (PAs) from claims data, hospital and other health
other states to provide care in Puerto Rico, center discharge data, and disease and
(2) providing incentives to attract licensed health outcome information; (2) solidifying
NPs and PAs from other locations, and the robustness of data systems for health
(3) establishing and expanding NP and PA outcomes information, inclusive or related
degree programs in Puerto Rico. social and human service data; and (3)
Potential benefits: Increases access to quality ensuring greater data digitization to facilitate
care. Helps identify and control diseases or analysis.
outbreaks in a timely manner. Potential benefits: Ensures that systematic
Potential costs: $8 million in total estimated data are collected, through robust and
costs resilient data systems, and that there is a
mechanism to integrate and report on findings
Potential funder(s): Medicaid/Mi Salud
for overall health quality improvement.
reimbursement
Potential costs: $3.3 million in total estimated
Potential implementer(s): Independent health
costs
care licensure body, PRDOH
Potential funder(s): DHHS, Government of
Puerto Rico
Potential implementer(s): Institute for
Statistics, health care payors, health care
providers, PRDOH
HSS 15 HSS 17
Advance Uptake of Evidence- Ensure That There Are
based Practices/Quality of Nutrition Supports
Care for Mental Health for Populations
Identify gaps in evidence-based mental health Disproportionately Affected
practice (EBP) in Puerto Rico. Train mental by the Disaster
health care providers in the use of relevant Create long-term (e.g., 3-months or longer)
EBPs and monitor how those practices are waivers to NAP regulations, that would be
being applied. triggered upon declaration of a disaster, to
Potential benefits: Increases the standards of enable greater flexibility in how program
care and access to quality care for those with participants access food during a disaster.
mental and behavioral problems. Identifies Potential benefits: Prevents unnecessary
people who are in need of, but not receiving, gaps in benefits and averts negative health
mental health care. outcomes that could result from inadequate
Potential costs: $4 million in total estimated nutrition.
costs Potential costs: To be determined
Potential funder(s): DHHS SAMHSA grants, Potential funder(s): USDA
Medicaid, nongovernment sources
Potential implementer(s): USDA Food and
Potential implementer(s): Mental health care Nutrition Service
providers
HSS 18
HSS 16 Improve Programs to Prevent
Address Food Insecurity by and Address Abuse of Children
Ensuring Flexible Nutrition and the Elderly after a Disaster
Assistance Programs Initiate public education campaigns to raise
Transition Puerto Rico back to the awareness of child and elderly abuse and
Supplemental Nutritional Assistance Program how to report it. Provide training to staff
(SNAP) to allow greater flexibility after a at integrated service centers and disaster
disaster and to provide greater benefit to shelters to detect and address abuse. Train
participants. health and physical education teachers to
Potential benefits: Allows for a more efficient serve as liaisons with centers and shelters.
disaster response. Makes food assistance Include, in the short term, detection
more readily available and thus prevents and reporting efforts in a disaster case
hunger. Minimizes the dangerous effects of management system.
hunger on people with chronic diseases such Potential benefits: Prevents physical, mental,
as diabetes, Crohn’s disease, and hypertension. and emotional abuse. Increases the availability
Potential costs: $204 million in total estimated of services for victims of abuse.
costs Potential costs: $7.3–$16 million in total
Potential funder(s): USDA, PRDF estimated costs
HSS 19 HSS 20
Create Flex-Funding for Social Improve Supports for the
Service Centers Elderly‚ Particularly Those
Assess the social service center facility and Living Alone
develop an inventory of critical facilities and Provide pre-disaster support to seniors by
also a set of eligibility criteria. Create a flexible investigating reimbursement policies for home
funding mechanism to assist critical facilities, care visits to allow greater independence
such as domestic violence and homeless and promote economic opportunities via
shelters and child- and elder-care facilities, in continued support for Project 646. Encourage
bearing the costs of long periods of generator communities to participate in local emergency
use post-disaster. planning through activities such as community
Potential benefits: Avoids facility closures due mapping that would help to identify people
to loss of fuel. Allows for continuity of service who might be at increased risk in a disaster,
provision to populations disproportionately such as elderly who live alone.
affected by disaster. Reduces the need to Potential benefits: Increases the resiliency
relocate shelters. of the elderly population, including their
Potential costs: $11 million–$980 million in ability to access aid or other needed supplies.
total estimated costs Avoids the worsening of chronic conditions
due to insufficient medicines or nutrition and
Potential funder(s): U.S. Department of
promotes overall well-being.
Energy, PREMA, PREPA, DHHS ACF, private
sector Potential costs: $62 million in total estimated
costs
Potential implementer(s): PRDF, PREMA
Potential funder(s): DHHS, OPPEA, PRDF
Potential implementer(s): OPPEA, PREMA
HSS 21
Improve Public Awareness of
Proper Storage of Insulin Post-
Disaster
Increase public knowledge of guidelines for
the storage of insulin by (1) training disaster
shelter managers and health care providers to
provide relevant information, (2) conducting
mass media and social media campaigns, and
(3) sending text messages to patients.
Potential benefits: Decreases medication
gaps, and thus negative health impacts, for
insulin-dependent individuals. Decreases
medication waste and strain on insulin supply.
Potential costs: $2.6 million in total estimated
costs
Potential funder(s): DHHS, private sector,
nongovernment sources
Potential implementer(s): Healthcare
providers, PRDOH, private sector
HSS 22 HSS 29
Move to a More Regionally- Revise Regulations on Food
Integrated Approach to Stockpiling at Child- and
Emergency Planning, Elder-Care Facilities
Exercising, Response, and Require a minimum 14-day, healthy, shelf-
Recovery stable food supply at all licensed facilities and
Create a disaster preparedness, response, and provide guidance to facilities on stockpiling.
recovery network that will prepare hospitals Potential benefits: Increases the availability
and health care facilities to assist each other of more nutritious foods post-disaster.
to surge during disasters. Hire 2 people in Decreases the availability of salty and sugary
each of the 7 health regions to facilitate the foods.
regional planning and preparedness approach.
Review and improve plans for ensuring power, Potential costs: To be determined
water, oxygen and other critical supplies post- Potential funder(s): USDA, PRDF
incident.
Potential implementer(s): PRDF, child- and
Potential benefits: Protects patients and elder-care facilities
communities from poor outcomes. Reduces
morbidity and mortality. Ensures more
efficient use of resources. Reduces costs. HSS 30
Review and Improve Plans‚
Potential costs: $9.6 million in total estimated
Systems‚ and Processes for
costs
Tracking and Responding to
Potential funder(s): CDBG-DR, DHHS, CMS, Physical and Mental Health
ASES, PRDOH
Needs of First Responders
Potential implementer(s): PRDOH, hospital Deploy counselors and volunteers to provide
system, other health care organizations
monthly support services to first responders.
Conduct a periodic (every 4 months for
HSS 26 year 1; annually after) survey— Emergency
Review and Improve Responder Health Monitoring and Surveillance
Systems for Stockpiling and (ERHMS)—to assess responder health needs
and management of health symptoms.
Distributing Supplies and
Pharmaceuticals Post-Disaster Potential benefits: Lessens negative health
impacts of the highly stressful circumstances
Designate approximately 10 key health care
of disaster response and recovery. Improves
facilities as Healthcare Disaster Resource
responder well-being and keeps responders
Centers that would be equipped with extra
prepared to attend to the needs of others.
supplies needed during a disaster.
Potential costs: $18 million in total estimated
Potential benefits: Avoids increased morbidity
costs
and mortality among electricity-dependent
individuals. Makes emergency response Potential funder(s): CDBG-DR, Government of
supplies more readily available. Improves Puerto Rico, PRDOH, nongovernment sources
interagency coordination during and after a Potential implementer(s): PRDOH, FEMA
disaster.
Potential costs: $23 million in total estimated
costs
Potential funder(s): DHHS, PREMA, PRDOH
Potential implementer(s): PRDOH, PREMA
HSS 33 HSS 37
Review and Improve Systems Increase the Child Welfare
for Administration and Finance Investigative Workforce
of Response-Related Activities Increase funding to the Puerto Rico
Implement temporary waivers for a range of Department of the Family (PRDF) to hire
emergency health service needs, including, additional child welfare investigators
but not limited to, authorization, payment to manage existing backlog of child
deadlines, prescription coverage, enrollment, maltreatment cases.
and mortuary services. Potential benefits: Decreases the backlog of
Potential benefits: Ensures uninterrupted child maltreatment cases. Promotes the long-
access to care post-disaster. Prevents term safety of children.
potential delays in time-sensitive care. Potential costs: $68 million in total estimated
Potential costs: $8.1 million in total estimated costs
costs Potential funder(s): Government of Puerto
Potential funder(s): CDBG-DR, DHHS, Rico, PRDF
Government of Puerto Rico, nongovernment Potential implementer(s): PRDF
sources
Potential implementer(s): ASES, DHHS, CMS
HSS 40
Improve Current
HSS 34 Epidemiological Surveillance
Review and Improve Systems to Better Respond to Natural
and Processes for Managing and Man-Made Disasters
Volunteers and Donated Develop a comprehensive epidemiological
Supplies surveillance system, with the following
Track volunteers through a system such as the components: infectious diseases, chronic
Emergency System for Advance Registration diseases, maternal and child health,
of Volunteer Health Professionals. Institute environmental health, injury, occupational
volunteer credentialing to ensure training and health and behavioral health. Increase
other competencies are up-to-date. Provide workforce access to technological
supports for volunteer capacity development advancements to support surveillance
and communication skills. Rent warehouse activities.
space for receiving and managing donated Potential benefits: Improves Puerto Rico’s
supplies. Contract specialized storage for response capacity for monitoring short- and
receiving, managing and dispatching donated long-term adverse health hazards and health
medications. Strengthen registries for effects as a result of any disaster. Lessens
inventorying donations. disease burden and thus health-related costs
Potential benefits: Facilitates quicker after a disaster.
deployment of assets. Minimizes confusion Potential costs: $100 million in total estimated
and duplication of services. Helps match costs
assets to areas of greatest needs.
Potential funder(s): CDC, DHHS,
Potential costs: $4.1 million in total estimated nongovernment sources
costs
Potential implementer(s): PRDOH, FEMA, EPA,
Potential funder(s): DHHS, Government of USDA, DoD, DHHS (e.g., CDC, CMS, SAMSHA,
Puerto Rico ACF, FDA, HRSA, ASPR, OASH)
Potential implementer(s): PRDOH
HSS 41 HSS 42
Support the Development of a Increase Public Health
Suicide Prevention Campaign Laboratory Capacity
Initiate a 6-part suicide prevention campaign Rebuild and/or develop up-to-date and well-
that includes (1) promoting wellness and self- equipped laboratories and staff appropriately.
care through a public awareness campaign, Engage advanced systems integrating
(2) identifying people who are at risk of laboratory and epidemiological activities.
suicide, (3) identifying and addressing barriers Provide a laboratory network infrastructure
to appropriate care for suicidality, (4) providing (including a patient information management
appropriate care procedures for responding system) whereby data can be communicated
to suicide (both acutely on the suicide hotline and shared between health care facilities
and in emergency rooms and long-term care), to access data in a timely manner for rapid
and (5) addressing environmental factors response.
associated with suicide. Potential benefits: Allows for the
Potential benefits: Prevents an increasing implementation of early detection
suicide epidemic in Puerto Rico. methodologies that would facilitate timely
implementation of needed control measures
Potential costs: $73 million in total estimated
to minimize disease transmission and
costs
additional health-related costs.
Potential funder(s): DHHS SAMHSA grants,
Potential costs: $71 million in total estimated
Medicaid, nongovernment sources
costs
Potential implementer(s): PRDOH, Puerto
Potential funder(s): Government of Puerto
Rico’s Commission for the Implementation of
Rico, CDC (ELC, PHEP), APHL, NGOs
Public Policy in the Prevention of Suicide
Potential implementer(s): PRDOH, DHHS (CDC,
HRSA, APHL)
HSS 43 CIT 4
Develop and Implement Rural Area Network Task Force
an Integrated Electronic Establish a task force to develop
Reporting System for Vital communications networks and information
Records systems in rural or disconnected areas,
Develop and implement an electronic particularly for the elderly, limited-mobility
reporting system for vital events at the Puerto individuals, and caregivers, for use in
Rico Demographic Registry (PRDR). emergencies.
CIT 17 CIT 19
Puerto Rico Data Center Municipal Hotspots
Establish a robust and disaster-proof, scalable, Provide government-sponsored wi-fi in
cloud-enabled data center for governmental town centers and public buildings to address
information systems that expands its capacity the digital disparity and provide a priority
to perform essential governmental functions connection point after a disaster for reaching
and deliver essential services. a large number of residents in one place.
Maximize public access to government-
Potential benefits: Enables highly reliable
sponsored wi-fi from the main centers of
governmental IT services for tracking,
public life, including municipal buildings, parks,
supporting, and coordinating response and
and town squares across Puerto Rico.
recovery needs within Puerto Rico and
externally, while preserving the integrity of all Potential benefits: Reduces the “digital
essential information systems. divide” and provides a priority post-disaster
connection point for reaching a large number
Potential costs: $68 million–$190 million in
of residents in one place.
total estimated costs
Potential costs: $18 million in total estimated
Potential funder(s): Government of Puerto
costs
Rico, lease of excess capacity, nongovernment
sources Potential funder(s): CDBG-DR, DOC EDA
Potential implementer(s): CIO, GPR agencies Potential implementer(s): CINO, PRTRB, GPR
agencies, municipalities
CIT 18
Database of Critical CIT 22
Infrastructure Use Federal Programs to Spur
Create an open, modular, and standards-based Deployment of Broadband
information system for up-to-date, geo- Internet Island-Wide
referenced, cross-sector data on government Work with the FCC, HUD, other federal
and privately owned critical infrastructure agencies, and GPR agencies to streamline
with near-real-time mapping capabilities. and expedite applications and approvals for
Potential benefits: Improves visibility of schools, libraries and clinics to receive funding
critical infrastructure status, provides accurate for broadband services through FCC’s E-rate
data to inform emergency response, and program, supplemented by other federal
increases private-sector awareness of programs. Work with the FCC, federal agencies
government work affecting infrastructure and GPR agencies to leverage these programs.
availability. Potential benefits: Facilitates the deployment
Potential costs: $8 million–$15 million in total of internet services to schools, libraries and
estimated costs clinics as precursor to improving the provision
of education, health and other services.
Potential funder(s): Private sector,
Government of Puerto Rico Potential costs: $0.9 million in total estimated
costs
Potential implementer(s): CIO, GPR agencies
Potential funder(s): FCC, USDA, HUD, DOC EDA,
NTIA
Potential implementer(s): PRTRB, FCC, PRDE
CIT 25 CIT 30
Evaluate and Implement Resiliency Innovation Network
Alternative Methods to Deploy Leading to Development of a
Broadband Internet Service Resiliency Industry
Throughout Puerto Rico Create a Resiliency Innovation Network
Create a comprehensive plan for deploying to build on existing Puerto Rico Science,
broadband internet throughout Puerto Technology, and Research Trust (PRSTRT) and
Rico by leveraging existing fiber rings and university facilities to develop, teach, test, and
assessing the availability of existing federal refine resiliency products and services.
programs, in particular those of the Federal Potential benefits: Stimulates new
Communications Commission (FCC). commercial ventures and jobs, empowers
Potential benefits: Serves as an important communities and individuals, and increases
step towards providing high-speed internet resilience to disasters.
service to support education, health Potential costs: $29 million in total estimated
care, social services, the visitor economy, costs
emergency services, and other sectors.
Potential funder(s): DOC EDA, SBA, NSF,
Potential costs: $0.9 million in total estimated PRSTRT, PRIDCO, private sector
costs
Potential implementer(s): CINO, universities,
Potential funder(s): CDBG-DR, FCC PRSTRT, Resilient Puerto Rico Advisory
Potential implementer(s): PRTRB, FCC, private Commission, DEDC, PRIDCO
telecommunication companies
CIT 34
CIT 29 Digital Citizen Services
Health Care Connectivity to Expand the scope of PRITs to include a focus
Strengthen Resilience and on citizen-centered services and prioritizing
Disaster Preparedness a “one-stop-shop” experience for accessing
Provide robust, resilient, multimodal government services and information in an
connectivity to the 86 community clinics easy-to-use fashion.
across Puerto Rico using satellite, low- Potential benefits: Increases public trust,
power radio, and line-of-site technologies to transparency, and accountability; increases
complement fiber and cell systems and allow adoption of digital services; and streamlines
clinics to share bandwidth to support other government processes.
recovery activities.
Potential costs: $33 million in total estimated
Potential benefits: Improves health care, costs
emergency response, and medical innovation;
Potential funder(s): CDBG-DR, DOC EDA,
provides real-time access to electronic
Government of Puerto Rico
health records, clinical data, and services, and
bolsters situational awareness after a disaster. Potential implementer(s): CINO, GPR agencies
CIT 35 CIT 37
Government Digital Process Consolidated Government
Reform Information Systems
Establish people-centered digital design and Implement an open, modular, standards-
data science teams within the Government based platform for information systems and
of Puerto Rico to tackle cross-cutting policy consolidate Government of Puerto Rico and
and operational challenges and coordinate municipal government systems to improve
government agencies. continuity of government and quality of
government services in the context of a
Potential benefits: Establishes a “whole-of-
disaster.
government,” people-centered digital design
and data-driven approach to continuously Potential benefits: Eliminates current mix
improve services, spend resources effectively, of legacy government systems, reduces
improve service delivery, better serve the operating costs, and improves reliability of
public, and make better policy. government functions, including response and
recovery coordination.
Potential costs: $70 million in total estimated
costs Potential costs: $482 million in total estimated
costs
Potential funder(s): CDBG-DR, DOC EDA,
Government of Puerto Rico Potential funder(s): HMGP, CDBG-DR,
Government of Puerto Rico
Potential implementer(s): CINO, GPR agencies
Potential implementer(s): CIO, GPR agencies
CIT 36
Data Collection and
Standardization for Disaster
Preparedness and Emergency
Response
Support expansion and ongoing development
of status.pr website with data-sharing
protocol in partnership with private sector to
enable ongoing situational awareness.
Potential benefits: Creates a platform to
publicly share data in a standardized, user-
friendly format; provides valuable information
for policymakers, the media, and emergency
responders; and makes data available in
formats that can be used by developers.
Potential costs: $100,000 in total estimated
costs
Potential funder(s): HMGP, CDBG-DR
Potential implementer(s): CINO, PREMA, GPR
agencies
CPCB 2 CPCB 3
Capacity Building for Capacity Building to
Community-Level Incorporate Hazard Risk
Preparedness and Response Reduction into Planning and
Develop and implement preparedness and Design
response plans for 50–100 priority vulnerable Strengthen hazard mitigation assessment,
communities that face particularly high monitoring, and evaluation capabilities within
risk during disasters. This action includes the Puerto Rico Planning Board (PRPB) so that
(1) recruiting, training, and equipping the board can promote the incorporation
Community Emergency Response Teams of risk reduction in all planning and design
(CERT) so that these communities can better decisions. This action includes (1) enhancing
sustain themselves during the response GIS capabilities to generate hazard maps for
period, when emergency responders and each municipality to inform zoning decisions,
access to the communities will be limited; and (2) hiring a risk officer for each of the
and (2) establishing and maintaining a cache 27 state-level agencies.
of emergency supplies—e.g., water filters and
Potential benefits: Enables a standardized
generators—for these communities.
and systematic approach to hazard
Potential benefits: Puts into place mitigation. Encourages a more data-driven
fundamental preparedness and response implementation of Puerto Rico’s hazard
capabilities at the state and municipal levels. mitigation plan.
Potential costs: $37 million in total estimated Potential costs: $84 million in total estimated
costs costs
Potential funder(s): CDBG-DR, PREMA Potential funder(s): HMGP, CDBG-DR
Potential implementer(s): FEMA, PREMA, Potential implementer(s): PRPB, infrastructure
municipal governments sectors
CPCB 4 CPCB 6
Resilience Building in Public Information and
Collaboration with High-Risk Communication Capability for
Communities Coordinated Recovery
Hire planners (on average 1.5 FTE per Build a Public Information and Communication
municipality) to develop and implement (PIC) capability to maintain continued
disaster response and recovery plans engagement with Puerto Rican communities
in collaboration with 50–100 selected in the recovery process. Establish
communities. This action includes (1) and maintain methods of two-way
investments into programs—e.g., workforce communication with Puerto Rican residents
development, microfinance, education—that about recovery planning and implementation.
address long-term stressors, as well as the This action also includes establishing
improvement of essential services; and (2) effective communication with Puerto Rican
resilience building events for community communities on the mainland to better
residents and local businesses, including understand whether and when people decide
fostering connections among governmental to return to Puerto Rico for recovery planning
agencies, community groups, and NGOs. purposes.
Potential benefits: Builds community and Potential benefits: Allows the Government
individual resilience for both disaster response of Puerto Rico to communicate more clearly
and long-term recovery with the public, thus increasing transparency
and improving public trust.
Potential costs: $82 million in total estimated
costs Potential costs: $8.8 million in total estimated
costs
Potential funder(s): CDBG-DR, DHHS
Potential funder(s): CDBG-DR, PREMA
Potential implementer(s): Government of
Puerto Rico, municipal governments, local Potential implementer(s): Government of
NGOs Puerto Rico
CPCB 7 CPCB 15
Capacity Building for Strengthen Local Nonprofit
Emergency Shelter Planning and NGO Involvement in
Hire planners in each municipality and at the Disaster Recovery
state-level to build a more robust emergency Establish a unit within Puerto Rico’s Office
shelter system. This action will develop for the Socioeconomic and Community
parameters, standards, and general design Development (ODSEC) to strengthen the
guidelines for shelters that can better support engagement of local nonprofits and NGOs
residents over the longer-term. This action with government agencies and maximize
also will establish a protocol with the National their contributions as partners in the recovery
Guard for effective management of response process.
commodities for shelters.
Potential benefits: Strengthens partnerships
Potential benefits: Improves access to safe and drives more successful cross-sector
and appropriately resourced shelters within collaboration. Improves coordination and
a reasonable distance that can accommodate communication among government agencies
community needs, such as disabilities and and NGOs and enhances resource allocation.
medical conditions. Builds community resilience. Increases
Potential costs: $57 million in total estimated nonprofit and NGO capacity while helping
costs them develop more long-term sustainable
funding.
Potential funder(s): HMGP, CDBG-DR,
Government of Puerto Rico, municipalities Potential costs: $9 million in total estimated
costs
Potential implementer(s): FEMA, PREMA,
public buildings sector Potential funder(s): CDBG-DR
Potential implementer(s): ODSEC, NGOs, local
nonprofits
CPCB 10
Incentivize the Design
of Creative Solutions to
Addressing Disaster Hazards
Fund a design competition that fosters
innovative solutions for risk reduction—
specifically aimed at mitigating hazards, and
including but not limited to hurricanes and
flooding—while also offering added social or
economic benefits to the community.
Potential benefits: Elicits original ideas, out-
of-the-box solutions, and transdisciplinary
approaches to mitigating disaster risks.
Provides a valuable community-level
perspective on existing problems and areas in
need of improvement.
Potential costs: $6 million in total estimated
costs
Potential funder(s): HMPG, CDBG-DR, PREMA
Potential implementer(s): FEMA, PREMA,
general public of Puerto Rico
EDU 1 EDU 7
Create New—and Enhance Augment Tele-Education/
Existing—After-School Online Education
and Summer Learning Provide “emergency instruction” in the event
Opportunities of a school closure of more than 2 weeks. This
Expand existing—and implement new— action includes building an online repository
summer and after-school learning programs, of free open educational resources, available
including academic, health, nutrition, in English and Spanish and appropriate for
and mental health services, to address various subject areas, grade levels (K-12), and
post-hurricane learning loss and provide technology platforms.
consistency to snack or meal programs that Potential benefits: Compensates for loss of
are offered as part of these programs. instructional time due to school closures of
Potential benefits: Promotes faster recovery all types. Provides a supplemental remedial
in student achievement from post-hurricane instructional resource. Increases access to
learning loss, a stronger sense of stability, instruction in advanced STEM areas. Builds on
better understanding of students’ health and PRDE’s initiative to integrate technology into
mental health needs, and creates a source the classroom.
of employment for young Puerto Ricans as Potential costs: $22 million in total estimated
summer and after-school instructors. costs
Potential costs: $3.9 billion in total estimated Potential funder(s): U.S. Department of
costs Education, philanthropic foundations,
Potential funder(s): U.S. Department of corporate sponsorships
Education, USDA, nongovernment sources Potential implementer(s): PRDE, professional
Potential implementer(s): PRDE, U.S. development partners
Department of Education, USDA Summer
Food Program
EDU 13 ENR 2
Landscape Analysis of Early Design, Build, and Maintain
Childhood Interventions and “Islandable” Portions of the
Care Opportunities Electricity Grid
Determine the demographics of children 0-5 Design and create an “islandable” grid that
years of age (and their families), the current can balance generation and load to continue
supply of interventions and care settings, and delivering localized electricity if other portions
the cost of—and possible funding streams of the system fail. Strategically install, test,
for—providing high-quality care to all children and maintain microgrids with an adequate
in Puerto Rico. inventory of replacement assets.
Potential benefits: Promotes children’s Potential benefits: Allows for more
school readiness and provides an important resilient electricity and potentially improved
foundation for children’s later academic and environmental performance (and improved
social success, as well as their health and
public health). May save money depending on
well-being.
relative electricity rates. Promotes economic
Potential costs: $1 million in total estimated growth through less price volatility and
costs potentially improved access to electricity.
Potential funder(s): DHHS ACF, Government Potential costs*: $1 billion in total estimated
of Puerto Rico, municipalities, philanthropic costs
foundations
Potential funder(s)*: CDBG-DR, FEMA NFIP,
Potential implementer(s): Puerto Rico’s U.S. Department of Energy, EPA, NOAA, PREPA,
Administration for the Care and Integral private sector, nongovernment sources
Development of Children, PRDE
Potential implementer(s)*: PREPA, U.S.
Department of Energy, private industry,
ENR 1 public-private entities, municipalities
Establish and Enforce Best
Practices for Electricity Grid
Align grid standards with industry best
practices—tailored to the unique conditions
in Puerto Rico—and ensure timely compliance
and enforcement.
Potential benefits: Increases knowledge of
system components. Increases ready access
to replacement parts. Lowers maintenance
costs. Allows for faster repairs, a broader
range of material and supplies that can be
used, and synergies with other endeavors, e.g.,
the installation of new technologies and the
establishment of a resilient grid.
Potential costs*: $1 million
Potential funder(s)*: CDBG-DR, FEMA NFIP,
U.S. Department of Energy, EPA, NOAA, PREPA,
private sector, nongovernment sources
Potential implementer(s)*: PREPA, new
private owner/operators, PREC, U.S.
Department of Energy
ENR 5 ENR 11
Design and Build Hardened Design and Deploy
Grid Assets to Support Critical Technologies to Improve Real-
Infrastructure Time Information and Grid
Prioritize the hardening of electricity and Control
distribution assets. Design assets that enable Improve centralized energy management
rapid response time for electricity to support and geographic information systems.
other critical infrastructure. This action Install a distributed energy resource
includes (1) policy guidance to clarify a plan management system and technologies to
for outages of a reasonable duration at critical allow communities to operate off-grid after a
facilities and enforce these standards where disaster.
they already exist, (2) energy solutions for
Potential benefits: Relieves pressure from
homes with electricity-dependent medical
response efforts. Improves access to life-
needs, and (3) a program to increase energy
sustaining resources. Makes the electricity
reliability to critical water pumps systems.
supply adaptable to changing economic
Potential benefits: Promotes economic conditions. Improves the speed of response
growth by creating a reliable electricity supply and recovery efforts.
that is less impacted by threats/hazards.
Potential costs*: $200 million in total
Potential costs*: $3 million in total estimated estimated costs
costs
Potential funder(s)*: HMGP, CDBG-DR, FEMA
Potential funder(s)*: CDBG-DR, FEMA NFIP, NFIP, U.S. Department of Energy, EPA, NOAA,
U.S. Department of Energy, EPA, NOAA, PREPA, PREPA, private sector, nongovernment sources
private sector, nongovernment sources
Potential implementer(s)*: PREPA, USACE,
Potential implementer(s)*: PREPA, new FEMA
private owner/operators, U.S. Department of
Energy
HOU 5 NCR 1
Collect, Integrate, and Map Historic and Cultural
Housing Sector Data Properties Preservation
Create an integrated database of housing and Develop and implement an Island-wide
home ownership information, including title, Cultural Resources Management Plan and
permits, land use, property tax and location. stabilization program to restore and protect
resources, establish incentive programs
Potential benefits: Supports planning,
and local historic districts to encourage
relocation and mitigation efforts needed to
private property preservation, and develop
make these communities safer and resilient.
emergency plans for cultural institutions.
Aids civic planning for efficient location of
emergency and other public services, such as Potential benefits: Preserves historic buildings
fire stations, hospitals, and schools. Improves and collections; stabilizes property values;
overall GPR and municipal efforts to increase improves preparedness, shortens future
property tax revenues. recovery time, and prevents future losses
from disasters; cost-effectively extends the
Potential costs: $30 million–$50 million in
lifespan of existing buildings; and ensures
total estimated costs
that cultural heritage will be accessible to
Potential funder(s): CDBG-DR communities.
Potential implementer(s): PRPB, PRDH, PRDOJ, Potential costs: $64 million in total estimated
OGPe, CRIM, private sector firms (banks, costs
insurance)
Potential funder(s): HMGP, DOI, Institute
of Museum and Library Services, National
MUN 14 Endowment for the Humanities, National
Repopulate Urban Centers Archives and Records Administration,
Incentivize the redevelopment and Government of Puerto Rico
repopulation of urban centers to improve Potential implementer(s): SHPO, ICP, individual
social and health outcomes and improve property owners
access to services. Provide incentives for
individuals and families living in outlying
communities to relocate to urban centers.
Potential benefits: Helps improve community
and municipal resilience by concentrating
residents in easily accessible urban areas with
more resilient infrastructure and services.
Reduces the costs of providing these services
and improves access these populations
after emergencies. Eases the repurposing
of abandoned properties in urban centers
and reduces blight—while spurring economic
development in all sectors.
Potential costs: $600,000 in total estimated
costs
Potential funder(s): CDBG-DR, SBA,
Government of Puerto Rico
Potential implementer(s): Governor, municipal
governments
NCR 2 NCR 5
Arts Recovery Forest Recovery in Rural
Implement an integrated strategy to help Protected Areas, Private
artists and arts organizations recover while Forests, Critical Watersheds,
supporting Puerto Rico’s economic and and Urban Areas
emotional recovery. Options include recovery Develop and implement strategic forest
grants, workspaces, global arts exchange recovery and conservation strategies
programs, preparedness and recovery training, throughout Puerto Rico through public and
an arts tourism service sector, and arts private collaborations, with a focus on rural
outreach to facilitate community recovery. protected forests, ecological corridors, private
Potential benefits: Helps artists and arts forested lands, agroforestry, and urban
organizations resume practice and livelihoods, forests. Restore tree nurseries and seed banks
reduces future recovery costs and time, and to aid in the recovery process.
promotes sustainability and resiliency of the Potential benefits: Restores ecological
arts. functions of forests and the provision of
Potential costs: $10 million in total estimated ecosystem services, boosts economic viability
costs of forest conservation, provides employment
opportunities, improves public safety, and
Potential funder(s): DOC EDA, Institute of
reduces the risk of pest and disease damage.
Museum and Library Services, National
Endowment for the Humanities, and National Potential costs: $74 million–$120 million in
Archives and Records Administration, private total estimated costs
sector, nongovernment sources Potential funder(s): DOI, USFS, NRCS, USDA,
Potential implementer(s): Government of P3, Government of Puerto Rico, DNER,
Puerto Rico, Heritage Emergency Task Force municipalities, nongovernment sources
Potential implementer(s): DNER, USFS,
municipalities
NCR 7 NCR 15
Develop Partner Networks for Coral Reef and Seagrass
Recovering Plant and Animal Protection and Restoration
Species Restore damaged coral reef and seagrass
Grow a comprehensive network of partners sites to protect coastal communities, human
to work together to help fund actions for health and safety, biodiversity and ecological
plant and animal species preservation, function, and economic activity.
develop human capital and capacity in Potential benefits: Provides a cost-effective
species management, educate the public, and way to increase protection from disasters,
cultivate experiential/tourism opportunities. creates jobs, increases biodiversity of coastal
Such partners would include federal and areas, and enhances fishing, tourism, and
state-level agencies, local government, NGOs, recreation economies.
universities, and private sector partners.
Potential costs: $22.9 million in total
Potential benefits: Improves management estimated costs
of plant and animal species, helps prevent
Potential funder(s): HMGP, CDBG-DR, NOAA,
species from becoming extinct, and expands
EPA, USCG, USACE, DOI, nongovernment
and enhances educational, tourism, and other
sources
economically beneficial opportunities.
Potential implementer(s): DNER, NOAA
Potential costs: $100,000 in total estimated
costs
Potential funder(s): DOI, USFS, NRCS, NCR 16
USDA, DNER, Government of Puerto Rico, Wetlands Restoration
municipalities, private sector, nongovernment Restore the capacity, resiliency, and ecological
sources function of coastal wetlands through site-
Potential implementer(s): DNER, federal specific actions.
agencies, University of Puerto Rico, NGOs Potential benefits: Provides storm surge
protection, erosion control, sediment trapping,
wildlife habitat, water filtration, and flood
NCR 10
water absorption. Facilitates habitat recovery
Clean Up and Eliminate Illegal
and healthy ecosystems.
Dumps
Potential costs: $24.8 million–$31.4 million in
Identify, sort, and recycle or dispose of waste
total estimated costs
at approximately 1,600–2,000 illegal dumps
throughout Puerto Rico and identify steps to Potential funder(s): HMGP, CDBG-DR, DOI,
prevent future recurrence of illegal dumps. USDA, NOAA, EPA, nongovernment sources
NCR 17 NCR 20
Reduce Coastal Erosion and Redesign, Reorganize, and
Provide Disaster Protection Rebuild Puerto Rican Parks
Through Beaches and Dunes Conduct assessments to help the Puerto Rican
Restore, monitor, and maintain beaches and parks system improve governance/operations
sand dunes to make them stable and resilient efficiency, align park amenities to community
to both seasonal- and disaster-related coastal needs, and re-engineer parks to serve as
flooding, as well as long-term sea level rise. storm water infrastructure. Rebuild parks in
compliance with building codes for hurricane-
Potential benefits: Increases coastal resilience
prone areas, and consistent with assessment
and protects coastal infrastructure, human
findings.
health and safety, wildlife habitats, and
commerce from erosion and flood hazards. Potential benefits: Promotes active recreation
and reduces health care costs, improves
Potential costs: $80 million–$82 million in
flood control capability and mitigates future
total estimated costs
damage to community, and boosts economy
Potential funder(s): HMGP, CDBG-DR, DOI, through area attractiveness to tourists,
USACE, NOAA businesses, and consumers.
Potential implementer(s): DNER, Potential costs: $340 million–$650 million in
municipalities, USACE total estimated costs
Potential funder(s): PA, HMGP, CDBG-DR, NPS,
NCR 18 P3, nongovernment sources
Establish the San Juan Barrier Potential implementer(s): DRD, DNER,
Reef System as a Marine National Parks Company
Protected Area
Declare the San Juan Barrier Reef a
NCR 26
Commonwealth of Puerto Rico Marine
Protected Area, restrict fishing, and invest in
Resource Management
the reef’s restoration and long-term health.
Capacity Building
Apply an updated framework for resource
Potential benefits: Provides long-term
management and future disaster response
protection of infrastructure, tourism sites,
that includes training support, data sharing,
and housing in San Juan; reduces flood
and educational outreach to enhance
risk to community; provides eco-tourism
resilience in future disasters.
opportunities; and protects beaches.
Potential benefits: Provides stronger
Potential costs: $800,000 in total estimated
decision-making support to natural and
costs
cultural resource stakeholders, promotes
Potential funder(s): NOAA, DOI, Government exchange of ideas, and encourages
of Puerto Rico, P3, nongovernment sources community involvement in resource
Potential implementer(s): DNER, NOAA management.
Potential costs: $16 million in total estimated
costs
Potential funder(s): To be determined
Potential implementer(s): PRTC, NGOs,
communities
NCR 29 TXN 1
Enhance Public Participation Refine and Enforce Road
and Education Through Design Standards
Museum Exhibits Collect and refine guidance on road design,
Design and install in-depth, participatory develop a set of engineering standards that
exhibits at museums, such as the Parque promote innovative features, and ensure that
de las Ciencias, that describe how different roads meet these standards.
aspects of the natural and cultural resource Potential benefits: Improves road safety
recovery plans work and their benefits and through better roadway markings, signage,
drawbacks. and lighting. Reduces maintenance costs,
Potential benefits: Helps facilitate common increases roadway life, and prevents damage
understanding of the purpose of recovery from future disasters through improved
efforts and promotes commitment to roadway drainage systems and bridge design.
recovery and disaster preparedness. Encourages people to walk and bicycle instead
of driving by promoting sidewalks and bicycle
Potential costs: $9.6 million–$20 million in
lanes, which provides public health benefits
total estimated costs
and reduces traffic congestion.
Potential funder(s): Private sector,
Potential costs: $6 million–$100 million in total
nongovernment sources
estimated costs
Potential implementer(s): DNER, universities,
Potential funder(s): DOT
host museums
Potential implementer(s): PRHTA
PBD 15
Refurbish Community Centers TXN 8
and Community Technology Improve Bus Service
Centers Improve existing bus service by giving priority
Rebuild or refurbish 300 community centers in to buses at intersections, providing real-time
low-income communities and 172 community arrival information, upgrading bus stops,
technology centers, including providing updating the payment system to use smart
them with generators for backup power and cards, adding dedicated bus lanes to some
building them to withstand hurricanes and roads, and expanding the bus fleet.
earthquakes. Potential benefits: Increases the reliability
Potential benefits: Improves access to and comfort of bus travel and expands
community services, including training, transportation options for people who do not
medical support, emergency shelter, and drive.
technology. Potential costs: $8 million–$730 million in total
Potential costs: $20 million in total estimated estimated costs
costs Potential funder(s): DOT, users, P3
Potential funder(s): PA, HMGP, CDBG-DR Potential implementer(s): Puerto Rico
Potential implementer(s): PRPB Metropolitan Bus Authority
WTR 23
Evaluate, Repair, and Improve
Flood Control Infrastructure
Evaluate, repair, and improve the performance
and resilience of flood control infrastructure,
including dams, levees, channels, and water
control structures, to safely manage 100-year
floods events.
Potential benefits: Reduces flood risk for
communities and infrastructure assets.
Potential costs: $434.4 million in total
estimated costs
Potential funder(s): PA, HMGP, CDBG-DR, EPA,
USACE
Potential implementer(s): DNER, PRPB,
PREMA, municipalities, USACE, EPA
PBD 2 PBD 4
Right-Size Public Buildings Realign Public Building
Analyze demand for government services to Ownership
estimate the appropriate building capacity, Transfer ownership of buildings so that
program requirements, and proposed buildings of the same type (e.g., schools or
improvements for government operations. government centers) are all owned by the
Repurpose, reallocate, and refurbish buildings. same agency.
Sell or demolish unneeded vacant buildings.
Potential benefits: Resolves complications
Potential benefits: Provides income (from from buildings of the same type owned by
the sale of buildings), reduces operations different agencies, improving government
and maintenance costs, improves the efficiency, accessibility, and communication.
effectiveness of government operations and
Potential costs: $600,000 in total estimated
service delivery, and removes the blight of
costs
long-abandoned, vandalized buildings.
Potential funder(s): PRPB
Potential costs: $200 million–$500 million in
total estimated costs Potential implementer(s): Office of the
Governor, Legislative Assembly
Potential funder(s): PA, HMGP, CDBG-DR,
Government of Puerto Rico
Potential implementer(s): PRPB
PBD 5 PBD 8
Move Public Services to Public Mitigate Flood Risk for Critical
Buildings Government Functions
House government agencies in public Relocate critical public functions to buildings
buildings rather than privately owned outside of flood hazard zones or elevate
buildings. the building in which the critical function is
housed to prevent service disruptions and
Potential benefits: Ensures public funds are
reduce damages due to flooding.
used more efficiently by avoiding paying
building rental costs to the private sector Potential benefits: Ensures continuity of
when acceptable alternative publicly-owned critical public services due to flooding and
buildings are available. reduces costs of maintaining buildings in flood
zones.
Potential costs: N/A
Potential costs: $2 billion in total estimated
Potential funder(s): N/A
costs
Potential implementer(s): Office of the
Potential funder(s): PA, HMGP,
Governor, Legislative Assembly
U.S. Department of Education
Potential implementer(s): PRPB
PBD 6
Study Whether Privatizing
PRIDCO Would Improve Its PBD 9
Ability to Support Economic Repair All Essential Public
Development Buildings Damaged by
Commission an independent analysis by a Hurricanes Irma and Maria
third party of whether converting PRIDCO into Complete repairs to essential public buildings
a nongovernmental entity would improve that sustained hurricane damage, ensuring
or reduce its ability to support economic that repairs meet current building safety
development through the private-sector real codes for wind, flood, and seismic events.
estate market. Potential benefits: Fixes damaged buildings
Potential benefits: Identifies whether there and ensures that public buildings are more
are potential significant economic gains in resilient to future hurricanes and other
converting PRIDCO into a nongovernmental disasters.
entity. Potential costs: $4 billion in total estimated
Potential costs: $500,000 in total estimated costs
costs Potential funder(s): PA, HMGP, CDBG-DR, U.S.
Potential funder(s): Government of Puerto Department of Education
Rico, nongovernment sources Potential implementer(s): PRIFA
Potential implementer(s): Independent
research partner
PBD 10 PBD 13
Incentivize State-of-the-Art Develop Secondary Power
Building Design, Practices, and Guidelines
Technologies Develop guidelines for the design of
Modify or develop policies and programs that secondary power systems for public
establish clear standards for energy and water buildings, possibly using existing standards for
efficiency in public buildings and provide emergency and standby power systems as a
incentives for energy and water efficiency, resource.
renewable energy systems, increased Potential benefits: Facilitates the design of
resilience to natural hazards, and innovative appropriate backup power systems to provide
redesign or reconfiguration of spaces to a redundant energy supply for essential public
better support delivery of critical public services.
services.
Potential costs: $400,000 in total estimated
Potential benefits: Reduces resource use and costs
building operational costs, meets Government
Potential funder(s): PREC, PREPA, PA, HMGP,
of Puerto Rico energy goals, reduces potential
CDBG-DR
future damages, increases reliability of critical
public services, and potentially creates jobs. Potential implementer(s): SOEP
Potential costs: $7 million in total estimated
costs PBD 15
Potential funder(s): GPR agency operating Refurbish Community Centers
budgets, EPA and Community Technology
Potential implementer(s): Government of Centers
Puerto Rico, municipal governments Rebuild or refurbish 300 community centers in
low-income communities and 172 community
technology centers, including providing
PBD 11 them with generators for backup power and
Bring Public Buildings up to building them to withstand hurricanes and
Code earthquakes.
Assess building safety code compliance for Potential benefits: Improves access to
wind, flood, and seismic risks across the public community services, including training,
building inventory and retrofit buildings with medical support, emergency shelter, and
the appropriate structural hardening, making technology.
other code upgrades where needed.
Potential costs: $20 million in total estimated
Potential benefits: Increases ability of public costs
buildings to withstand extreme weather
events and natural hazards, improves energy Potential funder(s): PA, HMGP, CDBG-DR
and water efficiency, and reduces building Potential implementer(s): PRPB
operational costs.
Potential costs: $3 billion–$7 billion in total
estimated costs
Potential funder(s): PA, HMGP, Government
of Puerto Rico, U.S. Department of Education
Emergency Impact Aid
Potential implementer(s): Government of
Puerto Rico
HOU 6 MUN 5
Enforce Land Use Plans and Reduce Barriers to
Improve Compliance with Transferring Property to
Building Permitting Municipal Governments and
Provide funding to update current municipal Provide Technical Assistance
plans and align them with the State Land Use Reduce administrative barriers to transferring
Plan (PUT) to align zoning and regulations property (such as closed schools and other
for permitted land use and construction. public buildings) to municipalities.
Provide funding for municipalities to develop
Potential benefits: Enables municipalities
municipal plans when lacking. Increase
to more efficiently repurpose buildings
capacity to enforce both land use and building
to enhance the delivery of services to the
codes through permitting and inspections.
public or stimulate economic development
Potential benefits: Avoids construction in through public-private partnerships or
high-risk areas. Provides access to local jobs, municipal corporations. Reduces costs to
services, and economic and transportation the GPR associated with maintaining closed
hubs. Reduces burden of providing services in facilities, and reduces the potential blight and
new construction areas and remote areas. safety risks associated with closed buildings.
Potential costs: $102 million–$317 million in Provides municipalities and the communities
total estimated costs they serve with additional facilities at low
cost. Returns previous public investments to
Potential funder(s): CDBG-DR, HMGP,
active use.
Government of Puerto Rico, nongovernment
sources Potential costs: $2.7 million in total estimated
costs
Potential implementer(s): PRPB, OGPe,
municipal governments Potential funder(s): HMGP, CDBG-DR, SBA
Potential implementer(s): Government of
Puerto Rico, municipal governments
MUN 6 NCR 1
Create and Maintain Central Historic and Cultural
Repository of Municipal Assets Properties Preservation
and Associated Conditions Develop and implement an Island-wide
Collect or update data on municipal assets. Cultural Resources Management Plan and
Create and maintain a central database of stabilization program to restore and protect
this information, including documentation of resources, establish incentive programs
property condition. and local historic districts to encourage
private property preservation, and develop
Potential benefits: Helps municipalities and
emergency plans for cultural institutions.
the Government of Puerto Rico identify,
manage, and maintain assets. Helps with Potential benefits: Preserves historic
filing claims with the federal government buildings and collections; stabilizes property
for damage repair. Enables more efficient values; improves preparedness, shortens
budgeting and disaster mitigation. Facilitates future recovery time, and prevents future
leveraging resources and utilization of assets. losses from disasters; cost-effectively extends
the lifespan of existing buildings; and ensures
Potential costs: $13 million in total estimated
that cultural heritage will be accessible to
costs
communities.
Potential funder(s): CDBG-DR, Government of
Potential costs: $64 million in total estimated
Puerto Rico, nongovernment sources
costs
Potential implementer(s): Government of
Potential funder(s): HMGP, DOI, Institute
Puerto Rico, municipal mayors
of Museum and Library Services, National
Endowment for the Humanities, National
Archives and Records Administration,
Government of Puerto Rico
Potential implementer(s): SHPO, ICP, individual
property owners
NCR 3
General Archives Mitigation
and Modernization
Protect essential government records and
other collections in the Archivo General de
Puerto Rico through architecture/engineering
planning and design.
Potential benefits: Preserves historical
records and collections, reinvests in existing
buildings and infrastructure, and protects
historic character of San Juan, with benefits to
community and tourism.
Potential costs: $11.5 million in total estimated
costs
Potential funder(s): National Archives’
National Historical Publications and Records
Commission, Government of Puerto Rico,
private sector, nongovernment sources
Potential implementer(s): ICP
NCR 4
Build Caribbean Cultural
Collections Preservation and
Research Center
Expand and fulfill SHPO and ICP plan to
identify criteria for a new conservation center
that provides preservation planning and
conservation services for museum/library/
archives and private client collections.
Potential benefits: Provides a local source
of professional preservation advice and
conservation treatment, boosts employment
opportunities for professionals in preservation
and curation, and establishes Puerto Rico
as a regional leader in preservation and
conservation.
Potential costs: $225 million in total estimated
costs
Potential funder(s): CDBG-DR, P3,
nongovernment sources
Potential implementer(s): ICP, various
foundations and donors
NCR 8 NCR 10
Increase Landfill Capacity to Clean Up and Eliminate Illegal
Dispose of Hurricane-Related Dumps
Waste and to Properly Manage Identify, sort, and recycle or dispose of waste
Future Waste at approximately 1,600–2,000 illegal dumps
Increase landfill capacity, including building throughout Puerto Rico and identify steps to
transfer stations, to meet the waste prevent future recurrence of illegal dumps.
management needs of Puerto Rico. Meet the Potential benefits: Removes environmental
permitting and inspection needs to permit and public health threats associated with
new landfills and inspect existing landfills. illegal open dumps and helps ensure the
Potential benefits: Meets Puerto Rico’s landfill overall success of a sustainable solid waste
capacity needs and improves environmental management plan.
quality and public health, with spillover Potential costs: $104 million in total estimated
benefits for municipal operations, the local costs
economy, and tourism.
Potential funder(s): HMGP, CDBG-DR, EPA,
Potential costs: $176 million in total estimated USDA
costs
Potential implementer(s): DNER (EQB), EPA
Potential funder(s): HMGP, CDBG-DR, EPA,
USDA
NCR 11
Potential implementer(s): DNER (EQB),
Establish a Long-Term,
municipalities
Sustainable, Integrated Solid
Waste Management Program
NCR 9 Implement an updated Solid Waste
Landfill Repair and Closure Management Plan to address disaster debris
Repair landfills and open dumps that sustained management and changes to waste streams
damage from the hurricanes and close unlined after disasters, including diverting organic and
open dumps throughout Puerto Rico. recyclable waste from landfills.
Potential benefits: Reduces or eliminates Potential benefits: Extends the life of
the impact of landfills on natural resources landfills, helps ensure a sustainable,
(including soil, air, and water quality) and helps economically viable, and compliant solid
bring lined landfills back into compliance. waste management plan, reduces waste
Benefits public health and the environment. going to unlined landfills, provides economic
opportunities, and improves soil for
Potential costs: $160 million in total estimated
agriculture.
costs
Potential costs: $263 million in total estimated
Potential funder(s): HMGP, CDBG-DR, EPA,
costs
USDA
Potential funder(s): CDBG-DR, USDA, P3
Potential implementer(s): DNER (EQB),
municipalities, Solid Waste Authority Potential implementer(s): DNER (EQB), EPA,
USDA
NCR 13 NCR 15
Reduce Sediment Pollution and Coral Reef and Seagrass
Risk from Landslides Protection and Restoration
Stabilize soils and slopes in critical areas Restore damaged coral reef and seagrass
across Puerto Rico that were impacted sites to protect coastal communities, human
by landslides areas through vegetative, health and safety, biodiversity and ecological
bioengineering, and structural approaches. function, and economic activity.
Potential benefits: Protects public safety and Potential benefits: Provides a cost-effective
road access, reduces sedimentation-related way to increase protection from disasters,
water quality problems, restores native creates jobs, increases biodiversity of coastal
habitat for species, provides soil materials for areas, and enhances fishing, tourism, and
other applications, and protects infrastructure recreation economies.
and communities from future damage. Potential costs: $22.9 million in total
Potential costs: $1.05 billion in total estimated estimated costs
costs Potential funder(s): HMGP, CDBG-DR, NOAA,
Potential funder(s): HMGP, CDBG-DR, NRCS EPA, USCG, USACE, DOI, nongovernment
EQIP, USDA, USACE, DOT sources
Potential implementer(s): DNER, federal Potential implementer(s): DNER, NOAA
agencies
NCR 16
NCR 14 Wetlands Restoration
Water Quality Improvements Restore the capacity, resiliency, and ecological
at the Watershed Scale function of coastal wetlands through site-
to Protect Human Health, specific actions.
Infrastructure, Freshwater, Potential benefits: Provides storm surge
and Marine Environments protection, erosion control, sediment trapping,
Implement watershed restoration and wildlife habitat, water filtration, and flood
management strategies in four priority water absorption. Facilitates habitat recovery
watersheds (Arecibo, San Juan Metropolitan and healthy ecosystems.
Area, Cabo Rojo/Guánica, and Northeast
Potential costs: $24.8 million–$31.4 million in
Corridor) and sensitive coastal areas.
total estimated costs
Potential benefits: Reduces the potential for
Potential funder(s): HMGP, CDBG-DR, DOI,
excessive sedimentation from future storm
USDA, NOAA, EPA, nongovernment sources
runoff, reduces pollution in waterways,
improves soil retention, reduces landslide risk, Potential implementer(s): DNER, USACE
maintains reservoir storage capacity, provides
ecological corridors, improves water quality,
and restores coastal areas.
Potential costs: $142 million in total estimated
costs
Potential funder(s): HMGP, CDBG-DR, NRCS
EQIP, EPA, DOI, NOAA, EQB State Revolving
Fund
Potential implementer(s): DNER, federal
agencies
NCR 17
Reduce Coastal Erosion and
Provide Disaster Protection
Through Beaches and Dunes
Restore, monitor, and maintain beaches and
sand dunes to make them stable and resilient
to both seasonal- and disaster-related coastal
flooding, as well as long-term sea level rise.
Potential benefits: Increases coastal resilience
and protects coastal infrastructure, human
health and safety, wildlife habitats, and
commerce from erosion and flood hazards.
Potential costs: $80 million–$82 million in
total estimated costs
Potential funder(s): HMGP, CDBG-DR, DOI,
USACE, NOAA
Potential implementer(s): DNER,
municipalities, USACE
NCR 33
Blue Shore Workforce
Development
Create a locally sourced, skilled labor force to
support recovery efforts in the short and long
terms.
Potential benefits: Creates jobs, facilitates skill
development, provides labor for recovery and
restoration, and promotes more effective and
efficient investment.
Potential costs: $36 million in total estimated
costs
Potential funder(s): EPA, USDA, DOC EDA, DOL
Potential implementer(s): Puerto Rico
Department of Labor and Human Resources,
DOC EDA
COURSES OF ACTION
Strategic
Initiatives
FOCUS ON THE
FUTURE
Ocean economy
ECN 3 ECN 7
Change Social Welfare and Create Research Centers and
Benefits Policy Partnerships
Modify the distribution of social welfare Create research centers and partnerships
benefits and income by altering policies across a variety of disciplines, for example,
pertaining to eligibility for social welfare agricultural partnerships with universities;
benefits, such as Medicaid and the Nutrition specialized research centers in technology,
Assistance Program. Examples include biotechnology, and marine economics; and
establishing work requirements, using a center devoted to developing and using
income tax credits to eliminate thresholds for blockchain technology.
eligibility, and lowering individual income tax Potential benefits: Leverages the
rates to stimulate consumption. intellectual capital of Puerto Rico to
Potential benefits: Removes disincentives to stimulate technological development that
work that have been created by the current will potentially increase productivity across
system of benefit provision. Stimulates diverse sectors of the economy.
economy by encouraging consumption. Potential costs: $110 million in total estimated
Improves fiscal spending by reducing benefit costs
payments.
Potential funder(s): Federal agencies
Potential costs: To be determined
Potential implementer(s): Universities, private
Potential funder(s): To be determined industry
Potential implementer(s): Puerto Rico
Executive Branch, Legislative Assembly
ECN 8
Define and Develop Economic
ECN 5 Development Zones
Improve Retention of Educated Define geographically distinct economic
Workforce Through Policy development zones and establish policies to
Change provide benefits, such as tax advantages and
Decrease the proportion of college students waivers of particular regulations.
and educated workers who are leaving Potential benefits: Incentivizes particular
Puerto Rico by adopting policies that create types of economic activity in specific areas,
incentives to stay. which in turn, increases the level of economic
Potential benefits: Increases retention of activity and employment.
those who would otherwise migrate after Potential costs: $50 million in total estimated
completing their studies and increases costs
production of goods and services through
Potential funder(s): DOC EDA
enhanced labor quality.
Potential implementer(s): Puerto Rico
Potential costs: To be determined
Executive Branch, Legislative Assembly
Potential funder(s): To be determined
Potential implementer(s): Legislative
Assembly
| 294
| 294
| | PRELIMINARY DRAFT—JULY 9, 2018
TRANSFORMATION AND INNOVATION IN THE WAKE OF DEVASTATION: AN ECONOMIC AND DISASTER RECOVERY PLAN FOR PUERTO RICO
ECN 9 ECN 12
Invest in Agricultural Recovery Provide Innovation and
Assistance Entrepreneurial Training
Provide a direct investment in recovery Reinvigorate innovation and research in
assistance to farming efforts. This action Puerto Rico by implementing a model and
targets poultry; dairy milking; livestock initiatives developed by Georgia Tech. The
breeding; specialty animals; and horticulture, model consists of three strategies: bring
including vegetables and tubers, grain talented workers into startup and research
production, orchards (fruit and nut trees), teams, screen the teams to identify those with
melons, and coffee facilities. strong potential, and scale up high-potential
Potential benefits: Allows farmers and other startup teams.
agricultural workers to reestablish operations. Potential benefits: Generates young, trained
Stimulates development of innovative and
entrepreneurs who can start businesses that
efficient farming practices and use of next-
will produce goods and services for export;
generation agricultural technology, improving
promotes public-private partnerships; and
profitability of agriculture and increasing
creates job opportunities.
exports.
Potential costs: $26 million in total estimated
Potential costs: $1.8 billion in total estimated
costs
costs
Potential funder(s): DOC EDA, NSF
Potential funder(s): USDA, CDBG-DR
Potential implementer(s): Puerto Rico Potential implementer(s): Georgia Tech or
Department of Agriculture similar university, Puerto Rican universities,
PRDE, PRSTRT, Grupo Guayacan, DEDC,
PRiMEX, Small Business Technology
ECN 10 Development Center, Echar Pa’lante
BLUEtide Initiative
Develop a whole-island approach to coastal
ECN 13
resources management for disaster mitigation
and resilience, workforce development, and
Develop PRIDCO’s Abandoned
advanced manufacturing. Start a marine Buildings for Business
business innovation and research center Incubators
and an incubator network to develop Find tenants to occupy abandoned PRIDCO-
ocean-related technologies. Leverage owned buildings, ideally entrepreneurs
waterborne infrastructure to support sports seeking to develop business incubators who
anglers, tourism, bio-compound extraction, will benefit from reduced operating costs
aquaculture, policy, and enforcement. and the capacity building that can result from
Potential benefits: Increases tourism, networking with other startup entrepreneurs.
international competitiveness, economic Potential benefits: Avoids neighborhood
growth, and food security while diversifying
blight, improves ease of doing business, and
the economic drivers of the Island and
provides opportunities for communities as
preventing future hurricane damage.
well as for startups. Creates community
Potential costs: $200 million–$300 million in anchor points for business development.
total estimated costs
Potential costs: To be determined
Potential funder(s): CDBG-DR, FEMA, DOC
Potential funder(s): PA, HMGP, CDBG-DR,
EDA, NOAA, DOI, EPA, USDA, NGOs
PRIDCO, SBA
Potential implementer(s): FEMA, DOC EDA,
NOAA, DOI, EPA, USDA, HUD, DEDC, DNER, Potential implementer(s): PRIDCO
PRSTRT, municipal governments, NGOs
ECN 14 ECN 18
Direct Small Business Compensate Farmers for Crop
Investment Losses
Provide small grants to small businesses, Compensate farmers directly for crop losses
startups, and entrepreneurs affected by the due to the hurricanes.
hurricanes to ensure they can continue to
Potential benefits: Replaces lost income and
grow. Grants would cover working capital
increases consumption across all sectors of
assistance, inventory losses, equipment and
the economy.
fixture replacement costs, hurricane repairs,
and mitigation projects. Potential costs: $250 million in total estimated
costs
Potential benefits: Allows businesses to
reestablish operation, rebuild, recover, and Potential funder(s): USDA
grow, as well as becoming more resilient
Potential implementer(s): USDA, Puerto Rico
to disasters and able to plan for continued
Department of Agriculture
growth with more confidence.
Potential costs: $2.7 billion in total estimated
costs ECN 19
Recover and Restore Fishing
Potential funder(s): CDBG-DR, DOC EDA
Facilities and Equipment
Potential implementer(s): SBA
Construct and restore fishermen’s wharves,
docks, fishing centers, and equipment and
ECN 17 supplies that were damaged in the hurricanes.
Construct the Puerto Rico Potential benefits: Restores, recovers, or
Science, Technology, & replaces equipment and working spaces that
Research Trust’s Research and are essential to the fishing industry, to support
Development Center at Science the industry across the Island.
City Potential costs: $60 million in total estimated
Construct the Forward Center—the research, costs
development, and prototyping facility for the
Potential funder(s): CDBG-DR, DOC EDA, SBA
proposed Puerto Rico Science, Technology,
and Research Trust—at Science City. This Potential implementer(s): DEDC, NOAA
effort represents one of Puerto Rico’s
Comprehensive Economic Development
Strategy approaches.
Potential benefits: Provides science and
technology companies, such as Boston
Scientific, space to expand their research and
development efforts, while helping to move
Puerto Rico to the forefront of innovation.
Establishes new co-working space for other
high-tech ventures that have arisen from
Parallel18 Ventures.
Potential costs: $6 million in total estimated
costs
Potential funder(s): DOC EDA, Opportunity
Zone Funds (once established), New Markets
Tax Credits
Potential implementer(s): DEDC
ECN 23 ECN 25
Implement Job Creation Establish National Dislocated
Initiative Workers Assistance
Create jobs within or near communities Provide funding through Disaster Dislocated
hardest hit by job loss and structural damage Worker Grants to create temporary
due to Hurricanes Irma and Maria. Target employment opportunities to help with
job creation efforts toward women and clean-up and recovery efforts. This funding is
young adults, focusing on social and physical provided to areas declared eligible for public
reconstruction projects. assistance by FEMA or other federal agencies.
Potential benefits: Helps rebuild Potential benefits: Creates temporary jobs
communities, restore jobs, decrease the that will provide income to workers who lost
rate of unemployment, strengthen the local their sources of income due to the hurricanes,
economy, and build resilience. promotes economic activity, and supplies
workers who can assist in the cleanup and
Potential costs: $80 million in total estimated
rebuilding efforts.
costs
Potential costs: $50 million in total estimated
Potential funder(s): DOC EDA, CDBG-DR, DOL
costs
Potential implementer(s): To be determined
Potential funder(s): DOL
Potential implementer(s): To be determined
ECN 24
Revitalize the PR-127
Petrochemical Corridor in ECN 27
Guyanilla-Peñuelas Rehabilitate Esperanza
Undertake cleanup and revitalization of Boardwalk and Waterfront
contaminated former petrochemical zone. Revitalize the boardwalk that runs along
the waterfront in the town of Esperanza
Potential benefits: Allows development of
on the island of Vieques, a popular tourist
new industries that focus on production of
destination. The waterfront experienced
next-generation renewable energy resources
significant damage from hurricanes Irma and
and products and that support microalgae-
Maria and is currently closed to visitors, along
based pharmaceutical manufacturing, and
with most local businesses.
responsible recycling industries.
Potential benefits: Revitalizes the Boardwalk
Potential costs: $30 million in total estimated
to allow the tourist business to resume.
costs
Provides assistance to local businesses to
Potential funder(s): DOC EDA, CDBG-DR reopen, to become more resilient, and to be
Potential implementer(s): DEDC better protected from future disasters.
Potential costs: $10 million in total estimated
costs
Potential funder(s): DOC EDA, SBA
Potential implementer(s): DEDC, private
companies
ECN 28 ECN 30
Implement Initiative to Help Revitalize Eco and Beach
Promote Entrepreneurship Adventure and Fleet Boat
Establish a Business and Entrepreneurial Assistance
Intelligence System to provide statistics, Identify key businesses on the island of
information, and data to simplify preparation Culebra that were damaged by the hurricanes
of business plans, strategies, and market as well as other services the island could
studies. The System will be established by the develop. Provide economic assistance
Government of Puerto Rico but managed by to existing businesses and resources to
an organization outside the government. repair the beach and create new business
Potential benefits: Allows potential business opportunities.
owners to view the investment and business Potential benefits: Creates jobs and increases
climate and opportunities in Puerto Rico more economic activity by creating or stimulating a
clearly, in the hope of encouraging them to viable, sustainable tourism industry. Results in
start operations. better services and experiences for visitors.
Potential costs: $50 million in total estimated Potential costs: $2.5 million in total estimated
costs costs
Potential funder(s): DOC EDA, CDBG-DR Potential funder(s): CDBG-DR
Potential implementer(s): DEDC Potential implementer(s): DEDC, private
companies
ECN 29
Design Puerto Rico Resiliency/ ECN 33
Rebuild/Open for Business Assist Sport Fishing Industry
Campaign Restore and enhance sport fishery facilities
Design and launch marketing strategy to and resources that were affected by the
inform the world that Puerto Rico is ready to hurricanes.
resume receiving tourists and inviting visitors Potential benefits: Helps spur economic
to see that the natural resources have been growth in the areas surrounding the sport
preserved and that the tourism industry is fishing facilities and encourages development
ready to serve them. of tourism and other industries.
Potential benefits: Fills information gaps Potential costs: $4 million in total estimated
and promotes tourism to Puerto Rico, which costs
will lead to enhanced exports and economic
Potential funder(s): CDBG-DR
development. May complement private
initiatives. Potential implementer(s): DEDC, DNER
Potential costs: $67 million in total estimated
costs
Potential funder(s): DOC EDA
Potential implementer(s): PRTC, DEDC
ECN 34 ECN 38
Create Business Resiliency Redevelop Former Roosevelt
Hubs Roads Naval Station
Create business resiliency hubs (BRH) in Redevelop the former Roosevelt Roads naval
areas not prone to flooding to provide space station to include housing, mixed-use retail
for business operations after a disaster. establishments, industrial parks, and maritime
Obtain satellite communications, if feasible, and air transportation. Redevelopment will
to enhance resiliency of communications require a spectrum of investment partners
systems. These BRHs would be community to help with the required infrastructure
facilities, possibly closed schools, built to code, developments.
with sufficient backup generating capacity Potential benefits: Results in economic
and fuel supply for the response phase of a growth, stabilization, and expansion in the
disaster. surrounding communities.
Potential benefits: Helps businesses survive Potential costs: $500 million in total estimated
and recover from disasters by assisting with costs
continuity of operations, enabling them to
communicate with employees, customers, Potential funder(s): PA, HMGP, CDBG-DR,
and vendors. PRIDCO
Potential benefits: Provides financing to Potential funder(s): FEMA, NOAA, DOI, EPA,
businesses in the communities served by USDA Rural Development, HUD
the BIDCO that could not otherwise obtain Potential implementer(s): To be determined
financing, thereby saving and/or creating jobs.
Potential costs: $5 million in total estimated
costs
Potential funder(s): CDBG-DR, SBA, private
sector, private equity
Potential implementer(s): SBA
ECN 41 ECN 43
Agricultural Financial Support Ag Industry Support
for Access to Capital Change the current model of the PRDA
Establish an Agricultural Enterprise program Agrological Laboratory to a P3 with greater
in the Economic Development Bank (EDB) resources to enable it to communicate
exclusively for agricultural innovation effectively and in a timely manner with
enterprises supported by federal programs farmers and better serve its intended function
that provide Revolving Loan Funds to expand as a support resource to enable optimal farm-
farmer access to capital and encourage level decision making.
innovation and ag modernization. Potential benefits: Contributes to human
Potential benefits: Helps increase the number capital development, hurricane mitigation
and productivity of farmers in Puerto Rico and food security by advising on better ag
while contributing to hurricane mitigation and practices. May also increase and optimize the
food security by encouraging innovation. technical resources needed to improve the
productivity of agriculture.
Potential costs: $5 million in total estimated
costs Potential costs: $27 million in total estimated
costs
Potential funder(s): CDBG-DR, USDA Rural
Development, DOC EDA Potential funder(s): CDBG-DR, USDA Rural
Development, DOC EDA
Potential implementer(s): EDB
Potential implementer(s): To be determined
ECN 42
PRIDCO Agriculture Parks EDU 5
Convert undeveloped PRIDCO Parks to host Implement a Student-Based
state of the art controlled environment Budget System
agriculture infrastructure available, including Review current budget practices to assess
hydroponics and aquaculture, for private lease how funds are allocated to schools and
using same current landlord model. identify unmet funding needs and inequities
Potential benefits: Helps attract young based on geographic location or school
entrepreneurs to ag industry to help achieve characteristics. Determine whether and
critical mass, especially when combined how a new student-based budget formula
with the technical expertise of the Center of would allow funding to be distributed more
Excellence and Operational Capital provided equitably, effectively, and transparently across
by the Economic Development Bank (EDB). both public and new charter schools.
Controlled environment ag can reduce climate Potential benefits: Helps increase equity,
vulnerability, overcome land constraints, and allocate more dollars to higher-need schools,
increase food security and exports. and ensure consistency across all regions in
Potential costs: $100 million in total estimated terms of who has access to resources.
costs Potential costs: $1.6 million in total estimated
Potential funder(s): CDBG-DR, USDA Rural costs
Development, DOC EDA Potential funder(s): U.S. Department of
Potential implementer(s): To be determined Education, nongovernment sources
Potential implementer(s): PRDE (Oficina para
el Mejoramiento de las Escuelas Públicas)
EDU 6 EDU 7
Expanding and Updating K-12 Augment Tele-Education/
Vocational Programs Online Education
Implement a one-year pilot program and Provide “emergency instruction” in the event
subsequent full-scale program to expand and of a school closure of more than 2 weeks. This
update K-12 vocational programs to include action includes building an online repository
entrepreneurship training and accommodate of free open educational resources, available
growth in economic sectors such as in English and Spanish and appropriate for
manufacturing, finance, renewable energy, various subject areas, grade levels (K-12), and
construction, hospitality, and health care. technology platforms.
Potential benefits: Helps build a skilled Potential benefits: Compensates for loss of
labor force for sectors key to Puerto Rico’s instructional time due to school closures of
recovery. Helps address the needs of those all types. Provides a supplemental remedial
disproportionately affected by disasters. instructional resource. Increases access to
Helps create and/or strengthen private-public instruction in advanced STEM areas. Builds on
consortiums to support long-term recovery. PRDE’s initiative to integrate technology into
Creates closer ties between K-12 schools and the classroom.
universities. Potential costs: $22 million in total estimated
Potential costs: $3 billion in total estimated costs
costs Potential funder(s): U.S. Department of
Potential funder(s): U.S. Department of Education, philanthropic foundations,
Education, NSF, DoD, NIH, DOL, P3, DEDC, corporate sponsorships
Puerto Rico Department of Labor and Human Potential implementer(s): PRDE, professional
Resources, nongovernment sources development partners
Potential implementer(s): PRDE, schools,
private industry
HSS 3 HSS 9
Implement Integrated Waste Increase Access to Telehealth
Management Program and Options as Telecommunication
Expand Programs to Increase Supports Become More Robust
Recycling Rates Expand the use of telehealth across Puerto
Establish an integrated materials recovery and Rico and train the health care workforce
waste management program and increase in its use, including mental health. This
the proportion of waste that is diverted from action includes using social media to screen
landfills. This action includes a comprehensive and enroll more geographically isolated
waste characterization and cost analysis, populations in services, and using phone
enforceable recycling and composting and online applications to target those with
mandates, and public education. trauma-related mental illness.
HSS 6
Reduce Opportunities for HSS 10
Vector-Borne Diseases Expand Care for Trauma and
Support ongoing monitoring and engagement Chronic Stress
for mosquito control and provide support to Expand the number of people and places
establish additional innovative practices for (e.g., schools and other community centers)
mosquito control, including but not limited to where people can get both long-term and
using drones to detect breeding grounds and immediate assistance for acute trauma and
apply larvicide at abandoned properties. chronic stress. This action includes training
nonprofessionals, such as health and physical
Potential benefits: Improves mosquito control
education teachers, in supportive emotional
in areas that have been difficult to reach.
well-being services.
Potential costs: $2.1 million–$3.8 million in
Potential benefits: Improves quality of care
total estimated costs
outcomes for traumatic stress and addresses
Potential funder(s): CDC the mental health care provider shortage and
Potential implementer(s): PRVCU, PRDOH, distribution issues.
municipalities Potential costs: $8.4 million in total estimated
costs
Potential funder(s): DHHS SAMHSA grants,
nongovernment sources
Potential implementer(s): Mental health
providers
HSS 11 HSS 14
Add Incentives and Other Develop a More Robust and
Supports to Increase and Resilient Data System of
Retain Supply of Health Care Health Costs and Links to
Providers and Public Health Health Outcomes
Practitioners Create supports for measuring health care
Use incentives and loan repayment programs costs systematically, including (1) merging
to ensure that Puerto Rico has a robust and claims data, hospital and other health
stable health care provider and public health center discharge data, and disease and
practitioner workforce, including primary health outcome information; (2) solidifying
care providers, specialists, and mental health the robustness of data systems for health
practitioners, for both disaster-related health outcomes information, inclusive or related
issues and also for the long-term. social and human service data; and (3)
ensuring greater data digitization to facilitate
Potential benefits: Helps retain high-quality
analysis.
talent in health care, and creates communities
of practitioners that can better serve their Potential benefits: Ensures that systematic
populations due to work satisfaction. data are collected, through robust and
resilient data systems, and that there is a
Potential costs: $39 million in total estimated
mechanism to integrate and report on findings
costs
for overall health quality improvement.
Potential funder(s): DHHS HRSA, Government
Potential costs: $3.3 million in total estimated
of Puerto Rico, nongovernment sources
costs
Potential implementer(s): Puerto Rican
Potential funder(s): DHHS, Government of
universities, associated hospitals and health
Puerto Rico
care facilities
Potential implementer(s): Institute for
Statistics, health care payors, health care
providers, PRDOH
HSS 21 MUN 17
Improve Public Awareness of Provide Municipalities with
Proper Storage of Insulin Post- Technical Assistance and
Disaster Support for Best Practices
Increase public knowledge of guidelines for in Public Management and
the storage of insulin by (1) training disaster Operations
shelter managers and health care providers to Provide municipal governments with
provide relevant information, (2) conducting technical assistance and other forms of
mass media and social media campaigns, and support to implement best practices in public
(3) sending text messages to patients. management including human resources and
Potential benefits: Decreases medication fiscal issues. Improve municipal workforces
gaps, and thus negative health impacts, for by standardizing salary rates, position
insulin-dependent individuals. Decreases descriptions, and qualification requirements
medication waste and strain on insulin supply. and by providing professional development
and training.
Potential costs: $2.6 million in total estimated
costs Potential benefits: Improves public
management at the municipal level by
Potential funder(s): DHHS, private sector,
promoting best practices in core operations.
nongovernment sources
Improves ability of municipal governments to
Potential implementer(s): Healthcare provide an array of services maintaining fiscal
providers, PRDOH, private sector well-being. Leads to a more highly skilled,
professional workforce.
NCR 7 NCR 8
Develop Partner Networks for Increase Landfill Capacity to
Recovering Plant and Animal Dispose of Hurricane-Related
Species Waste and to Properly Manage
Grow a comprehensive network of partners Future Waste
to work together to help fund actions for Increase landfill capacity, including building
plant and animal species preservation, transfer stations, to meet the waste
develop human capital and capacity in management needs of Puerto Rico. Meet the
species management, educate the public, and permitting and inspection needs to permit
cultivate experiential/tourism opportunities. new landfills and inspect existing landfills.
Such partners would include federal and
Potential benefits: Meets Puerto Rico’s landfill
state-level agencies, local government, NGOs,
capacity needs and improves environmental
universities, and private sector partners.
quality and public health, with spillover
Potential benefits: Improves management benefits for municipal operations, the local
of plant and animal species, helps prevent economy, and tourism.
species from becoming extinct, and expands
Potential costs: $176 million in total estimated
and enhances educational, tourism, and other
costs
economically beneficial opportunities.
Potential funder(s): HMGP, CDBG-DR, EPA,
Potential costs: $100,000 in total estimated
USDA
costs
Potential implementer(s): DNER (EQB),
Potential funder(s): DOI, USFS, NRCS,
municipalities
USDA, DNER, Government of Puerto Rico,
municipalities, private sector, nongovernment
sources NCR 9
Potential implementer(s): DNER, federal Landfill Repair and Closure
agencies, University of Puerto Rico, NGOs Repair landfills and open dumps that sustained
damage from the hurricanes and close unlined
open dumps throughout Puerto Rico.
Potential benefits: Reduces or eliminates
the impact of landfills on natural resources
(including soil, air, and water quality) and helps
bring lined landfills back into compliance.
Benefits public health and the environment.
Potential costs: $160 million in total estimated
costs
Potential funder(s): HMGP, CDBG-DR, EPA,
USDA
Potential implementer(s): DNER (EQB),
municipalities, Solid Waste Authority
NCR 10 NCR 13
Clean Up and Eliminate Illegal Reduce Sediment Pollution and
Dumps Risk from Landslides
Identify, sort, and recycle or dispose of waste Stabilize soils and slopes in critical areas
at approximately 1,600–2,000 illegal dumps across Puerto Rico that were impacted
throughout Puerto Rico and identify steps to by landslides areas through vegetative,
prevent future recurrence of illegal dumps. bioengineering, and structural approaches.
Potential benefits: Removes environmental Potential benefits: Protects public safety and
and public health threats associated with road access, reduces sedimentation-related
illegal open dumps and helps ensure the water quality problems, restores native
overall success of a sustainable solid waste habitat for species, provides soil materials for
management plan. other applications, and protects infrastructure
and communities from future damage.
Potential costs: $104 million in total estimated
costs Potential costs: $1.05 billion in total estimated
costs
Potential funder(s): HMGP, CDBG-DR, EPA,
USDA Potential funder(s): HMGP, CDBG-DR, NRCS
EQIP, USDA, USACE, DOT
Potential implementer(s): DNER (EQB), EPA
Potential implementer(s): DNER, federal
agencies
NCR 11
Establish a Long-Term,
Sustainable, Integrated Solid NCR 14
Waste Management Program Water Quality Improvements
Implement an updated Solid Waste at the Watershed Scale
Management Plan to address disaster debris to Protect Human Health,
management and changes to waste streams Infrastructure, Freshwater,
after disasters, including diverting organic and and Marine Environments
recyclable waste from landfills. Implement watershed restoration and
Potential benefits: Extends the life of management strategies in four priority
landfills, helps ensure a sustainable, watersheds (Arecibo, San Juan Metropolitan
economically viable, and compliant solid Area, Cabo Rojo/Guánica, and Northeast
waste management plan, reduces waste Corridor) and sensitive coastal areas.
going to unlined landfills, provides economic Potential benefits: Reduces the potential for
opportunities, and improves soil for excessive sedimentation from future storm
agriculture. runoff, reduces pollution in waterways,
Potential costs: $263 million in total estimated improves soil retention, reduces landslide risk,
costs maintains reservoir storage capacity, provides
ecological corridors, improves water quality,
Potential funder(s): CDBG-DR, USDA, P3
and restores coastal areas.
Potential implementer(s): DNER (EQB), EPA,
Potential costs: $142 million in total estimated
USDA
costs
Potential funder(s): HMGP, CDBG-DR, NRCS
EQIP, EPA, DOI, NOAA, EQB State Revolving
Fund
Potential implementer(s): DNER, federal
agencies
NCR 15 NCR 17
Coral Reef and Seagrass Reduce Coastal Erosion and
Protection and Restoration Provide Disaster Protection
Restore damaged coral reef and seagrass Through Beaches and Dunes
sites to protect coastal communities, human Restore, monitor, and maintain beaches and
health and safety, biodiversity and ecological sand dunes to make them stable and resilient
function, and economic activity. to both seasonal- and disaster-related coastal
Potential benefits: Provides a cost-effective flooding, as well as long-term sea level rise.
way to increase protection from disasters, Potential benefits: Increases coastal resilience
creates jobs, increases biodiversity of coastal and protects coastal infrastructure, human
areas, and enhances fishing, tourism, and health and safety, wildlife habitats, and
recreation economies. commerce from erosion and flood hazards.
Potential costs: $22.9 million in total Potential costs: $80 million–$82 million in
estimated costs total estimated costs
Potential funder(s): HMGP, CDBG-DR, NOAA, Potential funder(s): HMGP, CDBG-DR, DOI,
EPA, USCG, USACE, DOI, nongovernment USACE, NOAA
sources
Potential implementer(s): DNER,
Potential implementer(s): DNER, NOAA municipalities, USACE
NCR 16 NCR 18
Wetlands Restoration Establish the San Juan Barrier
Restore the capacity, resiliency, and ecological Reef System as a Marine
function of coastal wetlands through site- Protected Area
specific actions. Declare the San Juan Barrier Reef a
Potential benefits: Provides storm surge Commonwealth of Puerto Rico Marine
protection, erosion control, sediment trapping, Protected Area, restrict fishing, and invest in
wildlife habitat, water filtration, and flood the reef’s restoration and long-term health.
water absorption. Facilitates habitat recovery Potential benefits: Provides long-term
and healthy ecosystems. protection of infrastructure, tourism sites,
Potential costs: $24.8 million–$31.4 million in and housing in San Juan; reduces flood
total estimated costs risk to community; provides eco-tourism
opportunities; and protects beaches.
Potential funder(s): HMGP, CDBG-DR, DOI,
USDA, NOAA, EPA, nongovernment sources Potential costs: $800,000 in total estimated
costs
Potential implementer(s): DNER, USACE
Potential funder(s): NOAA, DOI, Government
of Puerto Rico, P3, nongovernment sources
Potential implementer(s): DNER, NOAA
NCR 21 NCR 26
Strategic Watershed, Resource Management
Landscape, and Conservation Capacity Building
Corridor Approaches Apply an updated framework for resource
Implement strategic approaches at the management and future disaster response
watershed and landscape-scale to restore that includes training support, data sharing,
and protect Puerto Rico’s natural resources, and educational outreach to enhance
support human health, infrastructure, and resilience in future disasters.
economic outcomes, as well as create land Potential benefits: Provides stronger
and river conservation corridors. decision-making support to natural and
Potential benefits: Protects natural areas and cultural resource stakeholders, promotes
improves agricultural production, tourism, exchange of ideas, and encourages
access to fresh drinking water, recreational community involvement in resource
opportunities, watershed and ecosystem management.
health, and ecological functions. Potential costs: $16 million in total estimated
Potential costs: $48 million in total estimated costs
costs Potential funder(s): To be determined
Potential funder(s): NOAA, DOI, NRCS, USFS, Potential implementer(s): PRTC, NGOs,
EPA, Government of Puerto Rico, DNER, communities
nongovernment sources
Potential implementer(s): DNER, federal
NCR 27
agencies, land trusts, NGOs
Expand Disaster Recovery
Sister Cities Connections
NCR 22 Establish plans for twinning Puerto Rican cities
Promote Alternative Tourism with other disaster-affected cities around
for Economic Development the world to promote professional exchange
Catalyze experience-based tourism in key hub about disaster recovery and preparedness,
areas and enhance efforts to preserve unique as well as general cultural and economic
natural, cultural, and historical assets. exchange.
Potential costs: $0–$350 million in total Potential costs: $13 million in total estimated
estimated costs costs
Potential funder(s): DOC EDA, SBA, USDA, NPS, Potential funder(s): To be determined
NOAA Potential implementer(s): Government of
Potential implementer(s): PRTC, DOC EDA, Puerto Rico, NGOs, communities
DNER
NCR 28 NCR 30
Identify Funding for Natural Create an Accessible Data
and Cultural Resources Repository of Natural and
Research Cultural Resources
Establish a public-private fund for innovative Create a complete and accessible geo-
scientific research that supports recovery referenced data repository of Puerto Rico’s
goals and enhances understanding of the natural and cultural resources using reliable
effects of the hurricanes. data standards and systems (such as cloud-
based computing) to facilitate response and
Potential benefits: Encourages innovative
recovery and inform investment decisions.
and multidisciplinary research, expands
opportunities for Puerto Rico’s research Potential benefits: Provides data to inform
community, and provides timely information damage assessments and strengthens
to inform decisions about recovery projects, support for decisions about natural and
future plans, and actions. cultural resource recovery options. Benefits
infrastructure, community capacity building,
Potential costs: $8.6 million–$16 million in
economics, and education.
total estimated costs
Potential costs: $12 million in total estimated
Potential funder(s): Private sector,
costs
nongovernment sources
Potential funder(s): DOI, USGS, NOAA, NPS,
Potential implementer(s): PRTC
Government of Puerto Rico, DNER
Potential implementer(s): PRTC
NCR 29
Enhance Public Participation
and Education Through NCR 33
Museum Exhibits Blue Shore Workforce
Design and install in-depth, participatory Development
exhibits at museums, such as the Parque Create a locally sourced, skilled labor force to
de las Ciencias, that describe how different support recovery efforts in the short and long
aspects of the natural and cultural resource terms.
recovery plans work and their benefits and Potential benefits: Creates jobs, facilitates skill
drawbacks. development, provides labor for recovery and
Potential benefits: Helps facilitate common restoration, and promotes more effective and
understanding of the purpose of recovery efficient investment.
efforts and promotes commitment to Potential costs: $36 million in total estimated
recovery and disaster preparedness. costs
Potential costs: $9.6 million–$20 million in Potential funder(s): EPA, USDA, DOC EDA, DOL
total estimated costs
Potential implementer(s): Puerto Rico
Potential funder(s): Private sector, Department of Labor and Human Resources,
nongovernment sources DOC EDA
Potential implementer(s): DNER, universities,
host museums
PBD 4 PBD 8
Realign Public Building Mitigate Flood Risk for Critical
Ownership Government Functions
Transfer ownership of buildings so that Relocate critical public functions to buildings
buildings of the same type (e.g., schools or outside of flood hazard zones or elevate
government centers) are all owned by the the building in which the critical function is
same agency. housed to prevent service disruptions and
reduce damages due to flooding.
Potential benefits: Resolves complications
from buildings of the same type owned by Potential benefits: Ensures continuity of
different agencies, improving government critical public services due to flooding and
efficiency, accessibility, and communication. reduces costs of maintaining buildings in flood
zones.
Potential costs: $600,000 in total estimated
costs Potential costs: $2 billion in total estimated
Potential funder(s): PRPB costs
Potential funder(s): PA, HMGP, U.S.
Potential implementer(s): Office of the
Department of Education
Governor, Legislative Assembly
Potential implementer(s): PRPB
Visitor economy
ECN 3 ECN 7
Change Social Welfare and Create Research Centers and
Benefits Policy Partnerships
Modify the distribution of social welfare Create research centers and partnerships
benefits and income by altering policies across a variety of disciplines, for example,
pertaining to eligibility for social welfare agricultural partnerships with universities;
benefits, such as Medicaid and the Nutrition specialized research centers in technology,
Assistance Program. Examples include biotechnology, and marine economics; and
establishing work requirements, using a center devoted to developing and using
income tax credits to eliminate thresholds for blockchain technology.
eligibility, and lowering individual income tax Potential benefits: Leverages the
rates to stimulate consumption. intellectual capital of Puerto Rico to
Potential benefits: Removes disincentives to stimulate technological development that
work that have been created by the current will potentially increase productivity across
system of benefit provision. Stimulates diverse sectors of the economy.
economy by encouraging consumption. Potential costs: $110 million in total estimated
Improves fiscal spending by reducing benefit costs
payments.
Potential funder(s): Federal agencies
Potential costs: To be determined
Potential implementer(s): Universities, private
Potential funder(s): To be determined industry
Potential implementer(s): Puerto Rico
Executive Branch, Legislative Assembly
ECN 8
Define and Develop Economic
ECN 5 Development Zones
Improve Retention of Educated Define geographically distinct economic
Workforce Through Policy development zones and establish policies to
Change provide benefits, such as tax advantages and
Decrease the proportion of college students waivers of particular regulations.
and educated workers who are leaving Potential benefits: Incentivizes particular
Puerto Rico by adopting policies that create types of economic activity in specific areas,
incentives to stay. which in turn, increases the level of economic
Potential benefits: Increases retention of activity and employment.
those who would otherwise migrate after Potential costs: $50 million in total estimated
completing their studies and increases costs
production of goods and services through
Potential funder(s): DOC EDA
enhanced labor quality.
Potential implementer(s): Puerto Rico
Potential costs: To be determined
Executive Branch, Legislative Assembly
Potential funder(s): To be determined
Potential implementer(s): Legislative
Assembly
ECN 9 ECN 11
Invest in Agricultural Recovery Medical Tourism Initiative
Assistance Establish and fund a not-for-profit Medical
Provide a direct investment in recovery Tourism Corporation (MTC) to be run by
assistance to farming efforts. This action the Destination Management Organization.
targets poultry; dairy milking; livestock Continue to fund the MTC until it becomes
breeding; specialty animals; and horticulture, self-sustaining. Consider including an initiative
including vegetables and tubers, grain to retain local health care workers.
production, orchards (fruit and nut trees),
Potential benefits: Stimulates economic
melons, and coffee facilities.
activity from tourist spending, and
Potential benefits: Allows farmers and other may reverse the departure of medical
agricultural workers to reestablish operations. professionals from Puerto Rico.
Stimulates development of innovative and
efficient farming practices and use of next- Potential costs: $8 million in total estimated
generation agricultural technology, improving costs
profitability of agriculture and increasing Potential funder(s): CDBG-DR, private sector,
exports. nongovernment sources
Potential costs: $1.8 billion in total estimated Potential implementer(s): PRTC, DEDC
costs
Potential funder(s): USDA, CDBG-DR
ECN 12
Potential implementer(s): Puerto Rico Provide Innovation and
Department of Agriculture Entrepreneurial Training
Reinvigorate innovation and research in
ECN 10 Puerto Rico by implementing a model and
BLUEtide Initiative initiatives developed by Georgia Tech. The
Develop a whole-island approach to coastal model consists of three strategies: bring
resources management for disaster mitigation talented workers into startup and research
and resilience, workforce development, and teams, screen the teams to identify those with
advanced manufacturing. Start a marine strong potential, and scale up high-potential
business innovation and research center startup teams.
and an incubator network to develop Potential benefits: Generates young, trained
ocean-related technologies. Leverage entrepreneurs who can start businesses that
waterborne infrastructure to support sports
will produce goods and services for export;
anglers, tourism, bio-compound extraction,
promotes public-private partnerships; and
aquaculture, policy, and enforcement.
creates job opportunities.
Potential benefits: Increases tourism,
Potential costs: $26 million in total estimated
international competitiveness, economic
costs
growth, and food security while diversifying
the economic drivers of the Island and Potential funder(s): DOC EDA, NSF
preventing future hurricane damage. Potential implementer(s): Georgia Tech or
Potential costs: $200 million–$300 million in similar university, Puerto Rican universities,
total estimated costs PRDE, PRSTRT, Grupo Guayacan, DEDC,
Potential funder(s): CDBG-DR, FEMA, DOC PRiMEX, Small Business Technology
EDA, NOAA, DOI, EPA, USDA, NGOs Development Center, Echar Pa’lante
ECN 13 ECN 16
Develop PRIDCO’s Abandoned Revitalize the Santurce
Buildings for Business Neighborhood of San
Incubators Juan Through Business
Find tenants to occupy abandoned PRIDCO- Development Activities
owned buildings, ideally entrepreneurs Establish Santurce as a center of business
seeking to develop business incubators who innovation that can serve as a replicable
will benefit from reduced operating costs model for urban revitalization. This effort will
and the capacity building that can result from be spearheaded by the Nuestro Barrio Creative
networking with other startup entrepreneurs. Industries Acceleration and Commercialization
Potential benefits: Avoids neighborhood Program at the Universidad del Sagrado
blight, improves ease of doing business, and Corazon.
provides opportunities for communities as Potential benefits: Increases retention and
well as for startups. Creates community encourages expansion of business activity
anchor points for business development. in a neighborhood that is transforming
Potential costs: To be determined economically. Retains, diversifies, and
commercializes creative industries. Develops
Potential funder(s): PA, HMGP, CDBG-DR,
affordable housing, bridging the university and
PRIDCO, SBA
the neighborhood.
Potential implementer(s): PRIDCO
Potential costs: $3 million in total estimated
costs
ECN 14 Potential funder(s): DOC EDA
Direct Small Business Potential implementer(s): Private developer,
Investment GPR agencies
Provide small grants to small businesses,
startups, and entrepreneurs affected by the
hurricanes to ensure they can continue to
grow. Grants would cover working capital
assistance, inventory losses, equipment and
fixture replacement costs, hurricane repairs,
and mitigation projects.
Potential benefits: Allows businesses to
reestablish operation, rebuild, recover, and
grow, as well as becoming more resilient
to disasters and able to plan for continued
growth with more confidence.
Potential costs: $2.7 billion in total estimated
costs
Potential funder(s): CDBG-DR, DOC EDA
Potential implementer(s): SBA
ECN 17 ECN 20
Construct the Puerto Rico Rehabilitate Plaza Dársenas
Science, Technology, & Fix concrete walkways, relocate benches,
Research Trust’s Research and install new lighting, and plant new trees in
Development Center at Science Plaza Dársenas, a San Juan landmark and
City tourist destination, where local artisans show
Construct the Forward Center—the research, their work. Damage was sustained during
development, and prototyping facility for the Hurricane Maria.
proposed Puerto Rico Science, Technology, Potential benefits: Improves Puerto Rico’s
and Research Trust—at Science City. This image as a tourist destination, particularly for
effort represents one of Puerto Rico’s cruise ships, which in turn helps strengthen
Comprehensive Economic Development the economy.
Strategy approaches.
Potential costs: $10 million in total estimated
Potential benefits: Provides science and costs
technology companies, such as Boston
Potential funder(s): DOC EDA
Scientific, space to expand their research and
development efforts, while helping to move Potential implementer(s): DEDC, PRTC
Puerto Rico to the forefront of innovation.
Establishes new co-working space for other ECN 21
high-tech ventures that have arisen from
Study Hurricane Impacts on
Parallel18 Ventures.
the Local Economy
Potential costs: $6 million in total estimated Conduct an analysis of the main effects of
costs Hurricane Maria on the local economy of
Potential funder(s): DOC EDA, Opportunity Puerto Rico, as suggested in the Build Back
Zone Funds (once established), New Markets Better plan. Prepare and evaluate economic
Tax Credits estimates of the damages to the overall
economy as well as by sector. Track recent
Potential implementer(s): DEDC
demographic changes in the local economy,
including movement of persons.
ECN 19
Potential benefits: Enables local businesses to
Recover and Restore Fishing plan better for the future and make strategic,
Facilities and Equipment efficient investments to stimulate growth.
Construct and restore fishermen’s wharves, Helps provide a basis for the government
docks, fishing centers, and equipment and to use in estimating revenues and in fiscal
supplies that were damaged in the hurricanes. planning, including infrastructure planning.
Potential benefits: Restores, recovers, or Potential costs: $300,000 in total estimated
replaces equipment and working spaces that costs
are essential to the fishing industry, to support
Potential funder(s): CDBG-DR, DOC EDA
the industry across the Island.
Potential implementer(s): Private sector firm
Potential costs: $60 million in total estimated
or university
costs
Potential funder(s): CDBG-DR, DOC EDA, SBA
Potential implementer(s): DEDC, NOAA
ECN 22 ECN 27
Rehabilitate Paseo de la Rehabilitate Esperanza
Princesa and Princesa Building Boardwalk and Waterfront
Revitalize the Paseo de la Princesa walkway Revitalize the boardwalk that runs along
and the Princesa Building, a historical site the waterfront in the town of Esperanza
and popular tourist attraction in San Juan on the island of Vieques, a popular tourist
that experienced extensive damage from destination. The waterfront experienced
Hurricane’s Irma and Maria. The revitalization significant damage from hurricanes Irma and
project is based on the Build Back Better Plan. Maria and is currently closed to visitors, along
with most local businesses.
Potential benefits: Restores an area that
draws many tourists from cruise ships, and Potential benefits: Revitalizes the Boardwalk
helps revitalize the tourist industry, which to allow the tourist business to resume.
in turn helps local businesses, including Provides assistance to local businesses to
restaurants, cafes, gift shops, the local reopen, to become more resilient, and to be
artisans who display their work on the Paseo, better protected from future disasters.
and tour operators. Potential costs: $10 million in total estimated
Potential costs: $4.5 million in total estimated costs
costs Potential funder(s): DOC EDA, SBA
Potential funder(s): DOC EDA, Opportunity Potential implementer(s): DEDC, private
Zone Funds (once established), New Markets companies
Tax Credits
Potential implementer(s): PRIDCO, DEDC, PRTC
ECN 29
Design Puerto Rico Resiliency/
ECN 23 Rebuild/Open for Business
Implement Job Creation Campaign
Initiative Design and launch marketing strategy to
Create jobs within or near communities inform the world that Puerto Rico is ready to
hardest hit by job loss and structural damage resume receiving tourists and inviting visitors
due to Hurricanes Irma and Maria. Target to see that the natural resources have been
job creation efforts toward women and preserved and that the tourism industry is
young adults, focusing on social and physical ready to serve them.
reconstruction projects.
Potential benefits: Fills information gaps
Potential benefits: Helps rebuild and promotes tourism to Puerto Rico, which
communities, restore jobs, decrease the will lead to enhanced exports and economic
rate of unemployment, strengthen the local development. May complement private
economy, and build resilience. initiatives.
Potential costs: $80 million in total estimated Potential costs: $67 million in total estimated
costs costs
Potential funder(s): DOC EDA, CDBG-DR, DOL Potential funder(s): DOC EDA
Potential implementer(s): To be determined Potential implementer(s): PRTC, DEDC
ECN 30 ECN 34
Help Revitalize Eco and Beach Create Business Resiliency
Adventure and Fleet Boat Hubs
Assistance Create business resiliency hubs (BRH) in
Identify key businesses on the island of areas not prone to flooding to provide space
Culebra that were damaged by the hurricanes for business operations after a disaster.
as well as other services the island could Obtain satellite communications, if feasible,
develop. Provide economic assistance to enhance resiliency of communications
to existing businesses and resources to systems. These BRHs would be community
repair the beach and create new business facilities, possibly closed schools, built to code,
opportunities. with sufficient backup generating capacity
and fuel supply for the response phase of a
Potential benefits: Creates jobs and increases
disaster.
economic activity by creating or stimulating a
viable, sustainable tourism industry. Results in Potential benefits: Helps businesses survive
better services and experiences for visitors. and recover from disasters by assisting with
continuity of operations, enabling them to
Potential costs: $2.5 million in total estimated
communicate with employees, customers,
costs
and vendors.
Potential funder(s): CDBG-DR
Potential costs: $4 million in total estimated
Potential implementer(s): DEDC, private costs
companies
Potential funder(s): DOC EDA
Potential implementer(s): To be determined
ECN 33
Assist Sport Fishing Industry
Restore and enhance sport fishery facilities
ECN 38
and resources that were affected by the Redevelop Former Roosevelt
hurricanes. Roads Naval Station
Potential benefits: Helps spur economic Redevelop the former Roosevelt Roads naval
growth in the areas surrounding the sport station to include housing, mixed-use retail
fishing facilities and encourages development establishments, industrial parks, and maritime
of tourism and other industries. and air transportation. Redevelopment will
require a spectrum of investment partners
Potential costs: $4 million in total estimated to help with the required infrastructure
costs developments.
Potential funder(s): CDBG-DR Potential benefits: Results in economic
Potential implementer(s): DEDC, DNER growth, stabilization, and expansion in the
surrounding communities.
Potential costs: $500 million in total estimated
costs
Potential funder(s): PA, HMGP, CDBG-DR,
PRIDCO
Potential implementer(s): DEDC, private
developers
ECN 40 ECN 42
Center of Excellence for PRIDCO Agriculture Parks
Agricultural Technologies Convert undeveloped PRIDCO Parks to host
Training state of the art controlled environment
Establish a fully operational agricultural agriculture infrastructure available, including
training center to catalyze applied technology hydroponics and aquaculture, for private lease
driven agro-innovation to integrate veterans, using same current landlord model.
youth, and marginalized populations into ag Potential benefits: Helps attract young
business opportunities. entrepreneurs to ag industry to help achieve
Potential benefits: Contributes to human critical mass, especially when combined
capital development, hurricane mitigation with the technical expertise of the Center of
and food security by helping to increase the Excellence and Operational Capital provided
number of farmers in Puerto Rico. by the Economic Development Bank (EDB).
Controlled environment ag can reduce climate
Potential costs: $6 million in total estimated
vulnerability, overcome land constraints, and
costs
increase food security and exports.
Potential funder(s): FEMA, NOAA, DOI, EPA,
Potential costs: $100 million in total estimated
USDA Rural Development, HUD
costs
Potential implementer(s): To be determined
Potential funder(s): CDBG-DR, USDA Rural
Development, DOC EDA
ECN 41 Potential implementer(s): To be determined
Agricultural Financial Support
for Access to Capital
Establish an Agricultural Enterprise program
in the Economic Development Bank (EDB)
exclusively for agricultural innovation
enterprises supported by federal programs
that provide Revolving Loan Funds to expand
farmer access to capital and encourage
innovation and ag modernization.
Potential benefits: Helps increase the number
and productivity of farmers in Puerto Rico
while contributing to hurricane mitigation and
food security by encouraging innovation.
Potential costs: $5 million in total estimated
costs
Potential funder(s): CDBG-DR, USDA Rural
Development, DOC EDA
Potential implementer(s): EDB
CPCB 1 CPCB 2
Disaster Preparedness Data Capacity Building for
Analysis and Decision Support Community-Level
Capability Preparedness and Response
Enhance disaster-related data analysis and Develop and implement preparedness and
decision support capability within PREMA response plans for 50–100 priority vulnerable
to support both disaster preparedness communities that face particularly high risk
and hazard mitigation activities. This during disasters. This action includes (1)
action includes collecting and analyzing recruiting, training, and equipping Community
data on hazards, environmental risks, Emergency Response Teams (CERT) so
housing, infrastructure, economic barriers, that these communities can better sustain
preparedness, etc. by geography (municipality themselves during the response period,
or smaller) and disseminating this information when emergency responders and access
to planners in PREMA, other state-level to the communities will be limited; and (2)
agencies, and municipalities. establishing and maintaining a cache of
emergency supplies—e.g., water filters and
Potential benefits: Allows the government
generators—for these communities.
of Puerto Rico to make informed choices
about how to efficiently and effectively Potential benefits: Puts into place
spend available funds to improve disaster fundamental preparedness and response
preparedness. capabilities at the state and municipal levels.
Potential costs: $21 million in total estimated Potential costs: $37 million in total estimated
costs costs
Potential funder(s): HMGP, CDBG-DR, PREMA Potential funder(s): CDBG-DR, PREMA
Potential implementer(s): Government of Potential implementer(s): FEMA, PREMA,
Puerto Rico, municipal governments municipal governments
CPCB 7 CPCB 8
Capacity Building for Strengthening Emergency
Emergency Shelter Planning Management Capacity at
Hire planners in each municipality and at the Municipalities
state-level to build a more robust emergency Establish Municipal Emergency Management
shelter system. This action will develop Offices in municipalities where they do not yet
parameters, standards, and general design exist. Work with existing MEMOs to identify
guidelines for shelters that can better support personnel and training needs. With PREMA/
residents over the longer-term. This action FEMA, create a training curriculum that more
also will establish a protocol with the National directly addresses municipal needs. Work with
Guard for effective management of response the Office of Human Resources to update job
commodities for shelters. descriptions, specific classifications, tasks and
Potential benefits: Improves access to safe responsibilities of all municipal staff during an
and appropriately resourced shelters within emergency and response event. Train MEMOs
a reasonable distance that can accommodate to collect better information about people
community needs, such as disabilities and requiring evacuation (e.g., disabled, elderly).
medical conditions. Potential benefits: Strengthens municipalities’
Potential costs: $57 million in total estimated emergency management and response
costs capacity.
Potential funder(s): HMGP, CDBG-DR, Potential costs: $165 million in total estimated
Government of Puerto Rico, municipalities costs
EDU 6 EDU 7
Expanding and Updating K-12 Augment Tele-Education/
Vocational Programs Online Education
Implement a one-year pilot program and Provide “emergency instruction” in the event
subsequent full-scale program to expand and of a school closure of more than 2 weeks. This
update K-12 vocational programs to include action includes building an online repository
entrepreneurship training and accommodate of free open educational resources, available
growth in economic sectors such as in English and Spanish and appropriate for
manufacturing, finance, renewable energy, various subject areas, grade levels (K-12), and
construction, hospitality, and health care. technology platforms.
Potential benefits: Helps build a skilled Potential benefits: Compensates for loss of
labor force for sectors key to Puerto Rico’s instructional time due to school closures of
recovery. Helps address the needs of those all types. Provides a supplemental remedial
disproportionately affected by disasters. instructional resource. Increases access to
Helps create and/or strengthen private-public instruction in advanced STEM areas. Builds on
consortiums to support long-term recovery. PRDE’s initiative to integrate technology into
Creates closer ties between K-12 schools and the classroom.
universities. Potential costs: $22 million in total estimated
Potential costs: $3 billion in total estimated costs
costs Potential funder(s): U.S. Department of
Potential funder(s): U.S. Department of Education, philanthropic foundations,
Education, NSF, DoD, NIH, DOL, P3, DEDC, corporate sponsorships
Puerto Rico Department of Labor and Human Potential implementer(s): PRDE, professional
Resources, nongovernment sources development partners
Potential implementer(s): PRDE, schools,
private industry
EDU 9 HSS 3
Develop and Implement Implement Integrated Waste
Teacher Pipeline Program Management Program and
Improve teacher preparation programs Expand Programs to Increase
and instructional practice by (1) creating Recycling Rates
a residency model for teacher training, Establish an integrated materials recovery and
(2) reviewing teacher certification waste management program and increase
requirements, (3) aligning personnel the proportion of waste that is diverted from
decisionmaking processes with assessment landfills. This action includes a comprehensive
of teacher quality, (4) strengthening teacher waste characterization and cost analysis,
supports and career pathways, and (5) enforceable recycling and composting
rewarding high-quality teachers working in mandates, and public education.
demanding environments.
Potential benefits: Creates a waste
Potential benefits: Develops a pipeline of management program that would decrease
teachers who can engage in high-quality negative health impacts across Puerto Rico.
instruction and support others in improving
Potential costs: $6.4 million in total estimated
their practice. Reduces teacher turnover and
costs
promotes a closer relationship between K-12
schools and UPR. Potential funder(s): EPA, DHHS,
nongovernment sources
Potential costs: $350 million in total estimated
costs Potential implementer(s): EPA, Quadratec
Cares Energize the Environment Grant
Potential funder(s): U.S. Department of
Program, DHHS
Education
Potential implementer(s): PRDE, UPR,
professional development partners, schools HSS 4
Improve Surveillance of
Waterborne Disease
Increase the robustness of the surveillance
system for waterborne disease by (1) ensuring
that equipment is operational through QA/
QC, (2) developing communication tools, and
(3) establishing interagency partnerships.
Potential benefits: Reduces the transmission
of infectious pathogens and harmful
chemicals and toxins in the water system.
Potential costs: $2.8 million–$2.9 million in
total estimated costs
Potential funder(s): EPA Water Finance
Clearinghouse
Potential implementer(s): PRDOH, PRASA, CDC
HSS 6 HSS 11
Reduce Opportunities for Add Incentives and Other
Vector-Borne Diseases Supports to Increase and
Support ongoing monitoring and engagement Retain Supply of Health Care
for mosquito control and provide support to Providers and Public Health
establish additional innovative practices for Practitioners
mosquito control, including but not limited to Use incentives and loan repayment programs
using drones to detect breeding grounds and to ensure that Puerto Rico has a robust and
apply larvicide at abandoned properties. stable health care provider and public health
Potential benefits: Improves mosquito control practitioner workforce, including primary
in areas that have been difficult to reach. care providers, specialists, and mental health
practitioners, for both disaster-related health
Potential costs: $2.1 million–$3.8 million in issues and also for the long-term.
total estimated costs
Potential benefits: Helps retain high-quality
Potential funder(s): CDC talent in health care, and creates communities
Potential implementer(s): PRVCU, PRDOH, of practitioners that can better serve their
municipalities populations due to work satisfaction.
Potential costs: $39 million in total estimated
costs
HSS 9
Increase Access to Telehealth Potential funder(s): DHHS HRSA, Government
of Puerto Rico, nongovernment sources
Options as Telecommunication
Supports Become More Robust Potential implementer(s): Puerto Rican
universities, associated hospitals and health
Expand the use of telehealth across Puerto
care facilities
Rico and train the health care workforce
in its use, including mental health. This
action includes using social media to screen HSS 13
and enroll more geographically isolated Expand Practice Laws for
populations in services, and using phone Health Care Providers
and online applications to target those with
Increase the supply and practice capacity
trauma-related mental illness.
of licensed health care providers and public
Potential benefits: Provides greater access health practitioners in Puerto Rico. This action
to specialty care for rural, hard-to-reach includes (1) allowing nurse practitioners
populations, and quicker networking and (NPs) and physicians assistants (PAs) from
best-practice sharing among health care other states to provide care in Puerto Rico,
professionals in an emergency. (2) providing incentives to attract licensed
NPs and PAs from other locations, and
Potential costs: $21 million in total estimated
(3) establishing and expanding NP and PA
costs
degree programs in Puerto Rico.
Potential funder(s): FCC, NIH, Medicaid 1115
Potential benefits: Increases access to quality
waivers care. Helps identify and control diseases or
Potential implementer(s): Health care outbreaks in a timely manner.
providers, mental health care providers Potential costs: $8 million in total estimated
costs
Potential funder(s): Medicaid/Mi Salud
reimbursement
Potential implementer(s): Independent health
care licensure body, PRDOH
HSS 14 HSS 22
Develop a More Robust and Move to a More Regionally-
Resilient Data System of Integrated Approach to
Health Costs and Links to Emergency Planning,
Health Outcomes Exercising, Response, and
Create supports for measuring health care Recovery
costs systematically, including (1) merging Create a disaster preparedness, response, and
claims data, hospital and other health recovery network that will prepare hospitals
center discharge data, and disease and and health care facilities to assist each other
health outcome information; (2) solidifying to surge during disasters. Hire 2 people in
the robustness of data systems for health each of the 7 health regions to facilitate the
outcomes information, inclusive or related regional planning and preparedness approach.
social and human service data; and (3) Review and improve plans for ensuring power,
ensuring greater data digitization to facilitate water, oxygen and other critical supplies post-
analysis. incident.
Potential benefits: Ensures that systematic Potential benefits: Protects patients and
data are collected, through robust and communities from poor outcomes. Reduces
resilient data systems, and that there is a morbidity and mortality. Ensures more
mechanism to integrate and report on findings efficient use of resources. Reduces costs.
for overall health quality improvement.
Potential costs: $9.6 million in total estimated
Potential costs: $3.3 million in total estimated costs
costs
Potential funder(s): CDBG-DR, DHHS, CMS,
Potential funder(s): DHHS, Government of ASES, PRDOH
Puerto Rico
Potential implementer(s): PRDOH, hospital
Potential implementer(s): Institute for system, other health care organizations
Statistics, health care payors, health care
providers, PRDOH
HSS 26 MUN 14
Review and Improve Repopulate Urban Centers
Systems for Stockpiling and Incentivize the redevelopment and
Distributing Supplies and repopulation of urban centers to improve
Pharmaceuticals Post-Disaster social and health outcomes and improve
Designate approximately 10 key health care access to services. Provide incentives for
facilities as Healthcare Disaster Resource individuals and families living in outlying
Centers that would be equipped with extra communities to relocate to urban centers.
supplies needed during a disaster. Potential benefits: Helps improve community
Potential benefits: Avoids increased morbidity and municipal resilience by concentrating
and mortality among electricity-dependent residents in easily accessible urban areas with
individuals. Makes emergency response more resilient infrastructure and services.
supplies more readily available. Improves Reduces the costs of providing these services
interagency coordination during and after a and improves access these populations
disaster. after emergencies. Eases the repurposing
of abandoned properties in urban centers
Potential costs: $23 million in total estimated
and reduces blight—while spurring economic
costs
development in all sectors.
Potential funder(s): DHHS, PREMA, PRDOH
Potential costs: $600,000 in total estimated
Potential implementer(s): PRDOH, PREMA costs
Potential funder(s): CDBG-DR, SBA,
HSS 33 Government of Puerto Rico
Review and Improve Systems Potential implementer(s): Governor, municipal
for Administration and Finance governments
of Response-Related Activities
Implement temporary waivers for a range of
emergency health service needs, including,
but not limited to, authorization, payment
deadlines, prescription coverage, enrollment,
and mortuary services.
Potential benefits: Ensures uninterrupted
access to care post-disaster. Prevents
potential delays in time-sensitive care.
Potential costs: $8.1 million in total estimated
costs
Potential funder(s): CDBG-DR, DHHS,
Government of Puerto Rico, nongovernment
sources
Potential implementer(s): ASES, DHHS, CMS
NCR 1 NCR 2
Historic and Cultural Arts Recovery
Properties Preservation Implement an integrated strategy to help
Develop and implement an Island-wide artists and arts organizations recover while
Cultural Resources Management Plan and supporting Puerto Rico’s economic and
stabilization program to restore and protect emotional recovery. Options include recovery
resources, establish incentive programs grants, workspaces, global arts exchange
and local historic districts to encourage programs, preparedness and recovery training,
private property preservation, and develop an arts tourism service sector, and arts
emergency plans for cultural institutions. outreach to facilitate community recovery.
Potential benefits: Preserves historic buildings Potential benefits: Helps artists and arts
and collections; stabilizes property values; organizations resume practice and livelihoods,
improves preparedness, shortens future reduces future recovery costs and time, and
recovery time, and prevents future losses promotes sustainability and resiliency of the
from disasters; cost-effectively extends the arts.
lifespan of existing buildings; and ensures Potential costs: $10 million in total estimated
that cultural heritage will be accessible to costs
communities.
Potential funder(s): DOC EDA, Institute of
Potential costs: $64 million in total estimated Museum and Library Services, National
costs Endowment for the Humanities, and National
Potential funder(s): HMGP, DOI, Institute Archives and Records Administration, private
of Museum and Library Services, National sector, nongovernment sources
Endowment for the Humanities, National Potential implementer(s): Government of
Archives and Records Administration, Puerto Rico, Heritage Emergency Task Force
Government of Puerto Rico
Potential implementer(s): SHPO, ICP, individual
property owners
NCR 3 NCR 5
General Archives Mitigation Forest Recovery in Rural
and Modernization Protected Areas, Private
Protect essential government records and Forests, Critical Watersheds,
other collections in the Archivo General de and Urban Areas
Puerto Rico through architecture/engineering Develop and implement strategic forest
planning and design. recovery and conservation strategies
Potential benefits: Preserves historical throughout Puerto Rico through public and
records and collections, reinvests in existing private collaborations, with a focus on rural
buildings and infrastructure, and protects protected forests, ecological corridors, private
historic character of San Juan, with benefits to forested lands, agroforestry, and urban
community and tourism. forests. Restore tree nurseries and seed banks
to aid in the recovery process.
Potential costs: $11.5 million in total estimated
costs Potential benefits: Restores ecological
functions of forests and the provision of
Potential funder(s): National Archives’
ecosystem services, boosts economic viability
National Historical Publications and Records
of forest conservation, provides employment
Commission, Government of Puerto Rico,
opportunities, improves public safety, and
private sector, nongovernment sources
reduces the risk of pest and disease damage.
Potential implementer(s): ICP
Potential costs: $74 million–$120 million in
total estimated costs
NCR 4 Potential funder(s): DOI, USFS, NRCS, USDA,
Build Caribbean Cultural P3, Government of Puerto Rico, DNER,
Collections Preservation and municipalities, nongovernment sources
Research Center Potential implementer(s): DNER, USFS,
Expand and fulfill SHPO and ICP plan to municipalities
identify criteria for a new conservation center
that provides preservation planning and
conservation services for museum/library/
archives and private client collections.
Potential benefits: Provides a local source
of professional preservation advice and
conservation treatment, boosts employment
opportunities for professionals in preservation
and curation, and establishes Puerto Rico
as a regional leader in preservation and
conservation.
Potential costs: $225 million in total estimated
costs
Potential funder(s): CDBG-DR, P3,
nongovernment sources
Potential implementer(s): ICP, various
foundations and donors
NCR 7 NCR 8
Develop Partner Networks for Increase Landfill Capacity to
Recovering Plant and Animal Dispose of Hurricane-Related
Species Waste and to Properly Manage
Grow a comprehensive network of partners Future Waste
to work together to help fund actions for Increase landfill capacity, including building
plant and animal species preservation, transfer stations, to meet the waste
develop human capital and capacity in management needs of Puerto Rico. Meet the
species management, educate the public, and permitting and inspection needs to permit
cultivate experiential/tourism opportunities. new landfills and inspect existing landfills.
Such partners would include federal and
Potential benefits: Meets Puerto Rico’s landfill
state-level agencies, local government, NGOs,
capacity needs and improves environmental
universities, and private sector partners.
quality and public health, with spillover
Potential benefits: Improves management benefits for municipal operations, the local
of plant and animal species, helps prevent economy, and tourism.
species from becoming extinct, and expands
Potential costs: $176 million in total estimated
and enhances educational, tourism, and other
costs
economically beneficial opportunities.
Potential funder(s): HMGP, CDBG-DR, EPA,
Potential costs: $100,000 in total estimated
USDA
costs
Potential implementer(s): DNER (EQB),
Potential funder(s): DOI, USFS, NRCS,
municipalities
USDA, DNER, Government of Puerto Rico,
municipalities, private sector, nongovernment
sources NCR 9
Potential implementer(s): DNER, federal Landfill Repair and Closure
agencies, University of Puerto Rico, NGOs Repair landfills and open dumps that sustained
damage from the hurricanes and close unlined
open dumps throughout Puerto Rico.
Potential benefits: Reduces or eliminates
the impact of landfills on natural resources
(including soil, air, and water quality) and helps
bring lined landfills back into compliance.
Benefits public health and the environment.
Potential costs: $160 million in total estimated
costs
Potential funder(s): HMGP, CDBG-DR, EPA,
USDA
Potential implementer(s): DNER (EQB),
municipalities, Solid Waste Authority
NCR 10 NCR 12
Clean Up and Eliminate Illegal Develop Forest Products
Dumps Industry
Identify, sort, and recycle or dispose of waste Build on a pilot USFS project to (1) manage
at approximately 1,600–2,000 illegal dumps valuable wood gathered in the post-hurricane
throughout Puerto Rico and identify steps to vegetation waste removal process and (2)
prevent future recurrence of illegal dumps. revive local markets for hardwoods.
Potential benefits: Removes environmental Potential benefits: Builds long-term capacity
and public health threats associated with to manage woody debris and provide
illegal open dumps and helps ensure the economic, cultural, educational, ecological,
overall success of a sustainable solid waste and research benefits, including wood to
management plan. rebuild historic structures, for art, and for
businesses to develop new wood products.
Potential costs: $104 million in total estimated
Stimulates the economy and reduces the
costs
amount of waste going into landfills.
Potential funder(s): HMGP, CDBG-DR, EPA,
Potential costs: $10 million in total estimated
USDA
costs
Potential implementer(s): DNER (EQB), EPA
Potential funder(s): USFS, Government of
Puerto Rico, DNER, PRTC
NCR 11
Potential implementer(s): DNER, USFS
Establish a Long-Term,
Sustainable, Integrated Solid
Waste Management Program NCR 13
Implement an updated Solid Waste
Reduce Sediment Pollution and
Management Plan to address disaster debris Risk from Landslides
management and changes to waste streams Stabilize soils and slopes in critical areas
after disasters, including diverting organic and across Puerto Rico that were impacted
recyclable waste from landfills. by landslides areas through vegetative,
bioengineering, and structural approaches.
Potential benefits: Extends the life of
landfills, helps ensure a sustainable, Potential benefits: Protects public safety and
economically viable, and compliant solid road access, reduces sedimentation-related
waste management plan, reduces waste water quality problems, restores native
going to unlined landfills, provides economic habitat for species, provides soil materials for
opportunities, and improves soil for other applications, and protects infrastructure
agriculture. and communities from future damage.
Potential costs: $263 million in total estimated Potential costs: $1.05 billion in total estimated
costs costs
NCR 14 NCR 16
Water Quality Improvements Wetlands Restoration
at the Watershed Scale Restore the capacity, resiliency, and ecological
to Protect Human Health, function of coastal wetlands through site-
Infrastructure, Freshwater, specific actions.
and Marine Environments Potential benefits: Provides storm surge
Implement watershed restoration and protection, erosion control, sediment trapping,
management strategies in four priority wildlife habitat, water filtration, and flood
watersheds (Arecibo, San Juan Metropolitan water absorption. Facilitates habitat recovery
Area, Cabo Rojo/Guánica, and Northeast and healthy ecosystems.
Corridor) and sensitive coastal areas.
Potential costs: $24.8 million–$31.4 million in
Potential benefits: Reduces the potential for total estimated costs
excessive sedimentation from future storm
Potential funder(s): HMGP, CDBG-DR, DOI,
runoff, reduces pollution in waterways,
USDA, NOAA, EPA, nongovernment sources
improves soil retention, reduces landslide risk,
maintains reservoir storage capacity, provides Potential implementer(s): DNER, USACE
ecological corridors, improves water quality,
and restores coastal areas. NCR 17
Potential costs: $142 million in total estimated Reduce Coastal Erosion and
costs Provide Disaster Protection
Potential funder(s): HMGP, CDBG-DR, NRCS Through Beaches and Dunes
EQIP, EPA, DOI, NOAA, EQB State Revolving Restore, monitor, and maintain beaches and
Fund sand dunes to make them stable and resilient
Potential implementer(s): DNER, federal to both seasonal- and disaster-related coastal
agencies flooding, as well as long-term sea level rise.
Potential benefits: Increases coastal resilience
and protects coastal infrastructure, human
NCR 15
health and safety, wildlife habitats, and
Coral Reef and Seagrass commerce from erosion and flood hazards.
Protection and Restoration
Potential costs: $80 million–$82 million in
Restore damaged coral reef and seagrass
total estimated costs
sites to protect coastal communities, human
health and safety, biodiversity and ecological Potential funder(s): HMGP, CDBG-DR, DOI,
function, and economic activity. USACE, NOAA
NCR 18 NCR 21
Establish the San Juan Barrier Strategic Watershed,
Reef System as a Marine Landscape, and Conservation
Protected Area Corridor Approaches
Declare the San Juan Barrier Reef a Implement strategic approaches at the
Commonwealth of Puerto Rico Marine watershed and landscape-scale to restore
Protected Area, restrict fishing, and invest in and protect Puerto Rico’s natural resources,
the reef’s restoration and long-term health. support human health, infrastructure, and
economic outcomes, as well as create land
Potential benefits: Provides long-term
and river conservation corridors.
protection of infrastructure, tourism sites,
and housing in San Juan; reduces flood Potential benefits: Protects natural areas and
risk to community; provides eco-tourism improves agricultural production, tourism,
opportunities; and protects beaches. access to fresh drinking water, recreational
opportunities, watershed and ecosystem
Potential costs: $800,000 in total estimated
health, and ecological functions.
costs
Potential costs: $48 million in total estimated
Potential funder(s): NOAA, DOI, Government
costs
of Puerto Rico, P3, nongovernment sources
Potential funder(s): NOAA, DOI, NRCS, USFS,
Potential implementer(s): DNER, NOAA
EPA, Government of Puerto Rico, DNER,
nongovernment sources
NCR 20 Potential implementer(s): DNER, federal
Redesign, Reorganize, and agencies, land trusts, NGOs
Rebuild Puerto Rican Parks
Conduct assessments to help the Puerto Rican NCR 22
parks system improve governance/operations
Promote Alternative Tourism
efficiency, align park amenities to community
needs, and re-engineer parks to serve as
for Economic Development
storm water infrastructure. Rebuild parks in Catalyze experience-based tourism in key hub
compliance with building codes for hurricane- areas and enhance efforts to preserve unique
prone areas, and consistent with assessment natural, cultural, and historical assets.
findings. Potential benefits: Supports economic
Potential benefits: Promotes active recreation growth; improves services and access;
and reduces health care costs, improves protects historical, cultural, and natural
flood control capability and mitigates future assets; incubates local entrepreneurship;
damage to community, and boosts economy and improves quality of life in underserved
through area attractiveness to tourists, communities.
businesses, and consumers.
Potential costs: $0–$350 million in total
Potential costs: $340 million–$650 million in estimated costs
total estimated costs
Potential funder(s): DOC EDA, SBA, USDA, NPS,
Potential funder(s): PA, HMGP, CDBG-DR, NPS, NOAA
P3, nongovernment sources
Potential implementer(s): PRTC, DOC EDA,
Potential implementer(s): DRD, DNER,
DNER
National Parks Company
NCR 23 NCR 24
Protected Natural Area Land Enterprise Development for
Management for Alternative Alternative Tourism
Tourism Develop small, medium, and micro enterprises
Create plans, policies, and actions to support, in communities that lack populations with
manage, and monitor the development of basic entrepreneurial skills to build creative
alternative tourism, such as nature tourism. tourism market concepts and launch new
Develops impact investment program for enterprises.
public-private tourism infrastructure. Potential benefits: Supports communities
Potential benefits: Protects natural and beyond traditional training and business
cultural resources over the long term, assistance programs; includes the creative
generates revenue from tourism on public process of launching enterprises. Empowers
land, and ensures legal protection while communities through human capital
increasing accessibility of public lands for development to plan their own future
tourism. according to their local vision. Derives
economic benefits and greater resiliency from
Potential costs: $14 million–$25 million in total
having a diversified set of sustainable tourism
estimated costs
products.
Potential funder(s): Government of Puerto
Potential costs: $0.65 million–$1.2 million in
Rico, NGOs
total estimated costs
Potential implementer(s): DNER, Para La
Potential funder(s): Destination Marketing
Naturaleza, other NGOs
Organization, DOC EDA, NGOs
Potential implementer(s): Destination
Marketing Organization, PRTC, municipalities,
NGOs
NCR 26
Resource Management
Capacity Building
Apply an updated framework for resource
management and future disaster response
that includes training support, data sharing,
and educational outreach to enhance
resilience in future disasters.
Potential benefits: Provides stronger
decision-making support to natural and
cultural resource stakeholders, promotes
exchange of ideas, and encourages
community involvement in resource
management.
Potential costs: $16 million in total estimated
costs
Potential funder(s): To be determined
Potential implementer(s): PRTC, NGOs,
communities
NCR 27 NCR 29
Expand Disaster Recovery Enhance Public Participation
Sister Cities Connections and Education Through
Establish plans for twinning Puerto Rican cities Museum Exhibits
with other disaster-affected cities around Design and install in-depth, participatory
the world to promote professional exchange exhibits at museums, such as the Parque
about disaster recovery and preparedness, de las Ciencias, that describe how different
as well as general cultural and economic aspects of the natural and cultural resource
exchange. recovery plans work and their benefits and
Potential benefits: Promotes sharing of drawbacks.
lessons learned elsewhere, helps ensure Potential benefits: Helps facilitate common
continued success of Puerto Rico’s recovery understanding of the purpose of recovery
effort, and provides economic benefits as well efforts and promotes commitment to
as professional development, educational, and recovery and disaster preparedness.
tourism opportunities.
Potential costs: $9.6 million–$20 million in
Potential costs: $13 million in total estimated total estimated costs
costs
Potential funder(s): Private sector,
Potential funder(s): To be determined nongovernment sources
Potential implementer(s): Government of Potential implementer(s): DNER, universities,
Puerto Rico, NGOs, communities host museums
NCR 28 NCR 30
Identify Funding for Natural Create an Accessible Data
and Cultural Resources Repository of Natural and
Research Cultural Resources
Establish a public-private fund for innovative Create a complete and accessible geo-
scientific research that supports recovery referenced data repository of Puerto Rico’s
goals and enhances understanding of the natural and cultural resources using reliable
effects of the hurricanes. data standards and systems (such as cloud-
Potential benefits: Encourages innovative based computing) to facilitate response and
and multidisciplinary research, expands recovery and inform investment decisions.
opportunities for Puerto Rico’s research Potential benefits: Provides data to inform
community, and provides timely information damage assessments and strengthens
to inform decisions about recovery projects, support for decisions about natural and
future plans, and actions. cultural resource recovery options. Benefits
Potential costs: $8.6 million–$16 million in infrastructure, community capacity building,
total estimated costs economics, and education.
Potential funder(s): Private sector, Potential costs: $12 million in total estimated
nongovernment sources costs
NCR 33 PBD 3
Blue Shore Workforce Establish Integrated Services
Development Centers
Create a locally sourced, skilled labor force to Continue supporting the Government of
support recovery efforts in the short and long Puerto Rico’s ongoing project to cluster
terms. public services in a single location to improve
efficiency and accessibility to the public.
Potential benefits: Creates jobs, facilitates skill
A center is already operating in San Juan,
development, provides labor for recovery and
where residents can access a variety of social
restoration, and promotes more effective and
services in a single location.
efficient investment.
Potential benefits: Simplifies access to
Potential costs: $36 million in total estimated
services for the population and streamlines
costs
maintenance processes.
Potential funder(s): EPA, USDA, DOC EDA, DOL
Potential costs: $10 million–$20 million in total
Potential implementer(s): Puerto Rico estimated costs
Department of Labor and Human Resources,
Potential funder(s): PA, HMGP, CDBG-DR,
DOC EDA
Government of Puerto Rico, USDA WIC
Potential implementer(s): Puerto Rico
PBD 1
Department of State, PRPBA
Compile a Public Buildings
Inventory
Create a comprehensive, centralized database
PBD 15
of buildings owned by the Government Refurbish Community Centers
of Puerto Rico that includes building and Community Technology
characteristics, which will allow analysis Centers
of emergency response needs and general Rebuild or refurbish 300 community centers in
operational decision-making. low-income communities and 172 community
Potential benefits: Provides clear visibility of technology centers, including providing
building inventories to facilitate system-wide them with generators for backup power and
infrastructure-related decision-making and building them to withstand hurricanes and
support hazard mitigation programs, damage earthquakes.
assessment, and recovery from natural Potential benefits: Improves access to
disasters. community services, including training,
Potential costs: $4 million in total estimated medical support, emergency shelter, and
costs technology.
Potential funder(s): PA, CDBG-DR, PRPB Potential costs: $20 million in total estimated
costs
Potential implementer(s): PRPB, PRIFA
Potential funder(s): PA, HMGP, CDBG-DR
Potential implementer(s): PRPB
CPCB 3 CPCB 4
Capacity Building to Resilience Building in
Incorporate Hazard Risk Collaboration with High-Risk
Reduction into Planning and Communities
Design Hire planners (on average 1.5 FTE per
Strengthen hazard mitigation assessment, municipality) to develop and implement
monitoring, and evaluation capabilities within disaster response and recovery plans
the Puerto Rico Planning Board (PRPB) so that in collaboration with 50–100 selected
the board can promote the incorporation communities. This action includes (1)
of risk reduction in all planning and design investments into programs—e.g., workforce
decisions. This action includes (1) enhancing development, microfinance, education—that
GIS capabilities to generate hazard maps for address long-term stressors, as well as the
each municipality to inform zoning decisions, improvement of essential services; and (2)
and (2) hiring a risk officer for each of the resilience building events for community
27 state-level agencies. residents and local businesses, including
fostering connections among governmental
Potential benefits: Enables a standardized
agencies, community groups, and NGOs.
and systematic approach to hazard
mitigation. Encourages a more data-driven Potential benefits: Builds community and
implementation of Puerto Rico’s hazard individual resilience for both disaster response
mitigation plan. and long-term recovery
Potential costs: $84 million in total estimated Potential costs: $82 million in total estimated
costs costs
CPCB 6 CPCB 7
Public Information and Capacity Building for
Communication Capability for Emergency Shelter Planning
Coordinated Recovery Hire planners in each municipality and at the
Build a Public Information and Communication state-level to build a more robust emergency
(PIC) capability to maintain continued shelter system. This action will develop
engagement with Puerto Rican communities parameters, standards, and general design
in the recovery process. Establish guidelines for shelters that can better support
and maintain methods of two-way residents over the longer-term. This action
communication with Puerto Rican residents also will establish a protocol with the National
about recovery planning and implementation. Guard for effective management of response
This action also includes establishing commodities for shelters.
effective communication with Puerto Rican Potential benefits: Improves access to safe
communities on the mainland to better and appropriately resourced shelters within
understand whether and when people decide a reasonable distance that can accommodate
to return to Puerto Rico for recovery planning community needs, such as disabilities and
purposes. medical conditions.
Potential benefits: Allows the Government Potential costs: $57 million in total estimated
of Puerto Rico to communicate more clearly costs
with the public, thus increasing transparency
Potential funder(s): HMGP, CDBG-DR,
and improving public trust.
Government of Puerto Rico, municipalities
Potential costs: $8.8 million in total estimated
Potential implementer(s): FEMA, PREMA,
costs
public buildings sector
Potential funder(s): CDBG-DR, PREMA
Potential implementer(s): Government of
Puerto Rico
CPCB 8 CPCB 10
Strengthening Emergency Incentivize the Design
Management Capacity at of Creative Solutions to
Municipalities Addressing Disaster Hazards
Establish Municipal Emergency Management Fund a design competition that fosters
Offices in municipalities where they do not yet innovative solutions for risk reduction—
exist. Work with existing MEMOs to identify specifically aimed at mitigating hazards, and
personnel and training needs. With PREMA/ including but not limited to hurricanes and
FEMA, create a training curriculum that more flooding—while also offering added social or
directly addresses municipal needs. Work with economic benefits to the community.
the Office of Human Resources to update job Potential benefits: Elicits original ideas, out-
descriptions, specific classifications, tasks and of-the-box solutions, and transdisciplinary
responsibilities of all municipal staff during an approaches to mitigating disaster risks.
emergency and response event. Train MEMOs Provides a valuable community-level
to collect better information about people perspective on existing problems and areas in
requiring evacuation (e.g., disabled, elderly). need of improvement.
Potential benefits: Strengthens municipalities’ Potential costs: $6 million in total estimated
emergency management and response costs
capacity.
Potential funder(s): HMPG, CDBG-DR, PREMA
Potential costs: $165 million in total estimated
costs Potential implementer(s): FEMA, PREMA,
general public of Puerto Rico
Potential funder(s): HMGP, CDBG-DR, PREMA,
Government of Puerto Rico, municipalities
Potential implementer(s): FEMA, PREMA,
Municipal Emergency Management Offices
CPCB 14 CPCB 15
Building Grant Writing Strengthen Local Nonprofit
Capacity and NGO Involvement in
Establish a set of 100 scholarships each Disaster Recovery
year, for 5 years, for municipal government Establish a unit within Puerto Rico’s Office
office workers and local NGO staff to receive for the Socioeconomic and Community
ongoing training over a one-year period Development (ODSEC) to strengthen the
in grant writing from university-based engagement of local nonprofits and NGOs
certification programs (many of which are with government agencies and maximize
established in the mainland U.S.). their contributions as partners in the recovery
Potential benefits: Enables municipal process.
government office workers to prepare Potential benefits: Strengthens partnerships
competitive and compelling grant proposals and drives more successful cross-sector
to acquire funds for state-financed projects, collaboration. Improves coordination and
including those in disaster recovery. communication among government agencies
Provides professional development for the and NGOs and enhances resource allocation.
governmental workforce and empowers Builds community resilience. Increases
members of the municipalities to seek nonprofit and NGO capacity while helping
solutions for their own communities. them develop more long-term sustainable
Potential costs: $14 million in total estimated funding.
costs Potential costs: $9 million in total estimated
Potential funder(s): CDBG-DR, costs
nongovernment sources Potential funder(s): CDBG-DR
Potential implementer(s): Government of Potential implementer(s): ODSEC, NGOs, local
Puerto Rico, municipalities nonprofits
CPCB 16 ECN 3
Establishing a University- Change Social Welfare and
Based Center of Excellence Benefits Policy
for Disaster Preparedness and Modify the distribution of social welfare
Recovery benefits and income by altering policies
Establish a Center of Excellence (COE) for pertaining to eligibility for social welfare
Disaster Preparedness and Recovery at a benefits, such as Medicaid and the Nutrition
university in Puerto Rico to (1) foster local, Assistance Program. Examples include
multidisciplinary research on disaster establishing work requirements, using
preparedness, response, and recovery; income tax credits to eliminate thresholds for
(2) develop innovative solutions to eligibility, and lowering individual income tax
preparedness, resilience, hazard mitigation, rates to stimulate consumption.
and recovery problems; and (3) build Potential benefits: Removes disincentives to
preparedness, response, and recovery work that have been created by the current
capacity in Puerto Rico through curriculum system of benefit provision. Stimulates
development and training. economy by encouraging consumption.
Potential benefits: Translates knowledge Improves fiscal spending by reducing benefit
on disaster preparedness and recovery to payments.
innovative and usable solutions. Increases Potential costs: To be determined
university resources for research and teaching
Potential funder(s): To be determined
and fosters multidisciplinary and multiagency
collaboration. Potential implementer(s): Puerto Rico
Executive Branch, Legislative Assembly
Potential costs: $22 million–$55 million in total
estimated costs
Potential funder(s): CDBG-DR, private sector, ECN 5
nongovernment sources Improve Retention of Educated
Potential implementer(s): Universities, DHS
Workforce Through Policy
S&T Directorate
Change
Decrease the proportion of college students
and educated workers who are leaving
Puerto Rico by adopting policies that create
incentives to stay.
Potential benefits: Increases retention of
those who would otherwise migrate after
completing their studies and increases
production of goods and services through
enhanced labor quality.
Potential costs: To be determined
Potential funder(s): To be determined
Potential implementer(s): Legislative
Assembly
ECN 25 HSS 22
Establish National Dislocated Move to a More Regionally-
Workers Assistance Integrated Approach to
Provide funding through Disaster Dislocated Emergency Planning,
Worker Grants to create temporary Exercising, Response, and
employment opportunities to help with Recovery
clean-up and recovery efforts. This funding is Create a disaster preparedness, response, and
provided to areas declared eligible for public recovery network that will prepare hospitals
assistance by FEMA or other federal agencies. and health care facilities to assist each other
Potential benefits: Creates temporary jobs to surge during disasters. Hire 2 people in
that will provide income to workers who lost each of the 7 health regions to facilitate the
their sources of income due to the hurricanes, regional planning and preparedness approach.
promotes economic activity, and supplies Review and improve plans for ensuring power,
workers who can assist in the cleanup and water, oxygen and other critical supplies post-
rebuilding efforts. incident.
Potential costs: $50 million in total estimated Potential benefits: Protects patients and
costs communities from poor outcomes. Reduces
morbidity and mortality. Ensures more
Potential funder(s): DOL
efficient use of resources. Reduces costs.
Potential implementer(s): To be determined
Potential costs: $9.6 million in total estimated
costs
HSS 20 Potential funder(s): CDBG-DR, DHHS, CMS,
Improve Supports for the ASES, PRDOH
Elderly‚ Particularly Those
Potential implementer(s): PRDOH, hospital
Living Alone system, other health care organizations
Provide pre-disaster support to seniors by
investigating reimbursement policies for home
care visits to allow greater independence
and promote economic opportunities via
continued support for Project 646. Encourage
communities to participate in local emergency
planning through activities such as community
mapping that would help to identify people
who might be at increased risk in a disaster,
such as elderly who live alone.
Potential benefits: Increases the resiliency
of the elderly population, including their
ability to access aid or other needed supplies.
Avoids the worsening of chronic conditions
due to insufficient medicines or nutrition and
promotes overall well-being.
Potential costs: $62 million in total estimated
costs
Potential funder(s): DHHS, OPPEA, PRDF
Potential implementer(s): OPPEA, PREMA
HSS 26 HSS 30
Review and Improve Review and Improve Plans‚
Systems for Stockpiling and Systems‚ and Processes for
Distributing Supplies and Tracking and Responding to
Pharmaceuticals Post-Disaster Physical and Mental Health
Designate approximately 10 key health care Needs of First Responders
facilities as Healthcare Disaster Resource Deploy counselors and volunteers to provide
Centers that would be equipped with extra monthly support services to first responders.
supplies needed during a disaster. Conduct a periodic (every 4 months for
Potential benefits: Avoids increased morbidity year 1; annually after) survey— Emergency
and mortality among electricity-dependent Responder Health Monitoring and Surveillance
individuals. Makes emergency response (ERHMS)—to assess responder health needs
supplies more readily available. Improves and management of health symptoms.
interagency coordination during and after a Potential benefits: Lessens negative health
disaster. impacts of the highly stressful circumstances
Potential costs: $23 million in total estimated of disaster response and recovery. Improves
costs responder well-being and keeps responders
prepared to attend to the needs of others.
Potential funder(s): DHHS, PREMA, PRDOH
Potential costs: $18 million in total estimated
Potential implementer(s): PRDOH, PREMA
costs
Potential funder(s): CDBG-DR, Government of
HSS 29 Puerto Rico, PRDOH, nongovernment sources
Revise Regulations on Food Potential implementer(s): PRDOH, FEMA
Stockpiling at Child- and
Elder-Care Facilities
Require a minimum 14-day, healthy, shelf-
stable food supply at all licensed facilities and
provide guidance to facilities on stockpiling.
Potential benefits: Increases the availability
of more nutritious foods post-disaster.
Decreases the availability of salty and sugary
foods.
Potential costs: To be determined
Potential funder(s): USDA, PRDF
Potential implementer(s): PRDF, child- and
elder-care facilities
HSS 34 MUN 5
Review and Improve Systems Reduce Barriers to
and Processes for Managing Transferring Property to
Volunteers and Donated Municipal Governments and
Supplies Provide Technical Assistance
Track volunteers through a system such as the Reduce administrative barriers to transferring
Emergency System for Advance Registration property (such as closed schools and other
of Volunteer Health Professionals. Institute public buildings) to municipalities.
volunteer credentialing to ensure training and Potential benefits: Enables municipalities
other competencies are up-to-date. Provide to more efficiently repurpose buildings
supports for volunteer capacity development to enhance the delivery of services to the
and communication skills. Rent warehouse public or stimulate economic development
space for receiving and managing donated through public-private partnerships or
supplies. Contract specialized storage for municipal corporations. Reduces costs to
receiving, managing and dispatching donated the GPR associated with maintaining closed
medications. Strengthen registries for facilities, and reduces the potential blight and
inventorying donations. safety risks associated with closed buildings.
Potential benefits: Facilitates quicker Provides municipalities and the communities
deployment of assets. Minimizes confusion they serve with additional facilities at low
and duplication of services. Helps match cost. Returns previous public investments to
assets to areas of greatest needs. active use.
Potential costs: $4.1 million in total estimated Potential costs: $2.7 million in total estimated
costs costs
Potential funder(s): DHHS, Government of Potential funder(s): HMGP, CDBG-DR, SBA
Puerto Rico Potential implementer(s): Government of
Potential implementer(s): PRDOH Puerto Rico, municipal governments
MUN 6 NCR 1
Create and Maintain Central Historic and Cultural
Repository of Municipal Assets Properties Preservation
and Associated Conditions Develop and implement an Island-wide
Collect or update data on municipal assets. Cultural Resources Management Plan and
Create and maintain a central database of stabilization program to restore and protect
this information, including documentation of resources, establish incentive programs
property condition. and local historic districts to encourage
private property preservation, and develop
Potential benefits: Helps municipalities and
emergency plans for cultural institutions.
the Government of Puerto Rico identify,
manage, and maintain assets. Helps with Potential benefits: Preserves historic buildings
filing claims with the federal government and collections; stabilizes property values;
for damage repair. Enables more efficient improves preparedness, shortens future
budgeting and disaster mitigation. Facilitates recovery time, and prevents future losses
leveraging resources and utilization of assets. from disasters; cost-effectively extends the
lifespan of existing buildings; and ensures
Potential costs: $13 million in total estimated
that cultural heritage will be accessible to
costs
communities.
Potential funder(s): CDBG-DR, Government of
Potential costs: $64 million in total estimated
Puerto Rico, nongovernment sources
costs
Potential implementer(s): Government of
Potential funder(s): HMGP, DOI, Institute
Puerto Rico, municipal mayors
of Museum and Library Services, National
Endowment for the Humanities, National
Archives and Records Administration,
Government of Puerto Rico
Potential implementer(s): SHPO, ICP, individual
property owners
NCR 8 NCR 10
Increase Landfill Capacity to Clean Up and Eliminate Illegal
Dispose of Hurricane-Related Dumps
Waste and to Properly Manage Identify, sort, and recycle or dispose of waste
Future Waste at approximately 1,600–2,000 illegal dumps
Increase landfill capacity, including building throughout Puerto Rico and identify steps to
transfer stations, to meet the waste prevent future recurrence of illegal dumps.
management needs of Puerto Rico. Meet the Potential benefits: Removes environmental
permitting and inspection needs to permit and public health threats associated with
new landfills and inspect existing landfills. illegal open dumps and helps ensure the
Potential benefits: Meets Puerto Rico’s landfill overall success of a sustainable solid waste
capacity needs and improves environmental management plan.
quality and public health, with spillover Potential costs: $104 million in total estimated
benefits for municipal operations, the local costs
economy, and tourism.
Potential funder(s): HMGP, CDBG-DR, EPA,
Potential costs: $176 million in total estimated USDA
costs
Potential implementer(s): DNER (EQB), EPA
Potential funder(s): HMGP, CDBG-DR, EPA,
USDA
NCR 13
Potential implementer(s): DNER (EQB),
Reduce Sediment Pollution and
municipalities
Risk from Landslides
Stabilize soils and slopes in critical areas
NCR 9 across Puerto Rico that were impacted
Landfill Repair and Closure by landslides areas through vegetative,
Repair landfills and open dumps that sustained bioengineering, and structural approaches.
damage from the hurricanes and close unlined Potential benefits: Protects public safety and
open dumps throughout Puerto Rico. road access, reduces sedimentation-related
Potential benefits: Reduces or eliminates water quality problems, restores native
the impact of landfills on natural resources habitat for species, provides soil materials for
(including soil, air, and water quality) and helps other applications, and protects infrastructure
bring lined landfills back into compliance. and communities from future damage.
Benefits public health and the environment. Potential costs: $1.05 billion in total estimated
Potential costs: $160 million in total estimated costs
costs Potential funder(s): HMGP, CDBG-DR, NRCS
Potential funder(s): HMGP, CDBG-DR, EPA, EQIP, USDA, USACE, DOT
USDA Potential implementer(s): DNER, federal
Potential implementer(s): DNER (EQB), agencies
municipalities, Solid Waste Authority
NCR 27 PBD 11
Expand Disaster Recovery Bring Public Buildings up to
Sister Cities Connections Code
Establish plans for twinning Puerto Rican cities Assess building safety code compliance for
with other disaster-affected cities around wind, flood, and seismic risks across the public
the world to promote professional exchange building inventory and retrofit buildings with
about disaster recovery and preparedness, the appropriate structural hardening, making
as well as general cultural and economic other code upgrades where needed.
exchange. Potential benefits: Increases ability of public
Potential benefits: Promotes sharing of buildings to withstand extreme weather
lessons learned elsewhere, helps ensure events and natural hazards, improves energy
continued success of Puerto Rico’s recovery and water efficiency, and reduces building
effort, and provides economic benefits as well operational costs.
as professional development, educational, and Potential costs: $3 billion–$7 billion in total
tourism opportunities. estimated costs
Potential costs: $13 million in total estimated Potential funder(s): PA, HMGP, Government
costs of Puerto Rico, U.S. Department of Education
Potential funder(s): To be determined Emergency Impact Aid
Potential implementer(s): Government of Potential implementer(s): Government of
Puerto Rico, NGOs, communities Puerto Rico
PBD 8
Mitigate Flood Risk for Critical
Government Functions
Relocate critical public functions to buildings
outside of flood hazard zones or elevate
the building in which the critical function is
housed to prevent service disruptions and
reduce damages due to flooding.
Potential benefits: Ensures continuity of
critical public services due to flooding and
reduces costs of maintaining buildings in flood
zones.
Potential costs: $2 billion in total estimated
costs
Potential funder(s): PA, HMGP, U.S.
Department of Education
Potential implementer(s): PRPB
Agricultural modernization
and processing
ECN 9 ECN 40
Invest in Agricultural Recovery Center of Excellence for
Assistance Agricultural Technologies
Provide a direct investment in recovery Training
assistance to farming efforts. This action Establish a fully operational agricultural
targets poultry; dairy milking; livestock training center to catalyze applied technology
breeding; specialty animals; and horticulture, driven agro-innovation to integrate veterans,
including vegetables and tubers, grain youth, and marginalized populations into ag
production, orchards (fruit and nut trees), business opportunities.
melons, and coffee facilities.
Potential benefits: Contributes to human
Potential benefits: Allows farmers and other capital development, hurricane mitigation
agricultural workers to reestablish operations. and food security by helping to increase the
Stimulates development of innovative and number of farmers in Puerto Rico.
efficient farming practices and use of next-
Potential costs: $6 million in total estimated
generation agricultural technology, improving
costs
profitability of agriculture and increasing
exports. Potential funder(s): FEMA, NOAA, DOI, EPA,
USDA Rural Development, HUD
Potential costs: $1.8 billion in total estimated
costs Potential implementer(s): To be determined
ECN 42
PRIDCO Agriculture Parks
Convert undeveloped PRIDCO Parks to host
state of the art controlled environment
agriculture infrastructure available, including
hydroponics and aquaculture, for private lease
using same current landlord model.
Potential benefits: Helps attract young
entrepreneurs to ag industry to help achieve
critical mass, especially when combined
with the technical expertise of the Center of
Excellence and Operational Capital provided
by the Economic Development Bank (EDB).
Controlled environment ag can reduce climate
vulnerability, overcome land constraints, and
increase food security and exports.
Potential costs: $100 million in total estimated
costs
Potential funder(s): CDBG-DR, USDA Rural
Development, DOC EDA
Potential implementer(s): To be determined
ECN 43
Ag Industry Support
Change the current model of the PRDA
Agrological Laboratory to a P3 with greater
resources to enable it to communicate
effectively and in a timely manner with
farmers and better serve its intended function
as a support resource to enable optimal farm-
level decision making.
Potential benefits: Contributes to human
capital development, hurricane mitigation
and food security by advising on better ag
practices. May also increase and optimize the
technical resources needed to improve the
productivity of agriculture.
Potential costs: $27 million in total estimated
costs
Potential funder(s): CDBG-DR, USDA Rural
Development, DOC EDA
Potential implementer(s): To be determined
Digital transformation
As the actions within the communications/IT, energy, and other
infrastructure capital investment priorities are necessary pre-
requisites for Digital Transformation, they are not duplicated
here.
CPCB 1 CPCB 6
Disaster Preparedness Data Public Information and
Analysis and Decision Support Communication Capability for
Capability Coordinated Recovery
Enhance disaster-related data analysis and Build a Public Information and Communication
decision support capability within PREMA (PIC) capability to maintain continued
to support both disaster preparedness engagement with Puerto Rican communities
and hazard mitigation activities. This in the recovery process. Establish
action includes collecting and analyzing and maintain methods of two-way
data on hazards, environmental risks, communication with Puerto Rican residents
housing, infrastructure, economic barriers, about recovery planning and implementation.
preparedness, etc. by geography (municipality This action also includes establishing
or smaller) and disseminating this information effective communication with Puerto Rican
to planners in PREMA, other state-level communities on the mainland to better
agencies, and municipalities. understand whether and when people decide
to return to Puerto Rico for recovery planning
Potential benefits: Allows the government
purposes.
of Puerto Rico to make informed choices
about how to efficiently and effectively Potential benefits: Allows the Government
spend available funds to improve disaster of Puerto Rico to communicate more clearly
preparedness. with the public, thus increasing transparency
and improving public trust.
Potential costs: $21 million in total estimated
costs Potential costs: $8.8 million in total estimated
costs
Potential funder(s): HMGP, CDBG-DR, PREMA
Potential funder(s): CDBG-DR, PREMA
Potential implementer(s): Government of
Puerto Rico, municipal governments Potential implementer(s): Government of
Puerto Rico
ECN 35 EDU 2
Establish Business and Improve Longitudinal Data
Industrial Development System to Support Evidence-
Corporations (BIDCOs) Based Policy
Establish BIDCOs, i.e., state-chartered Complete prior work to develop a
private lending institutions designed to help longitudinal data system. Provide training
businesses that conventional lenders consider on how to integrate data into operations
too high-risk and that lack the high growth and decisionmaking. Link K-12 data to post-
potential to attract venture capitalists. BIDCOs secondary outcomes and workforce data to
obtain their funding by selling the guaranteed better manage school-to-work transitions.
portions of their government loans on the Potential benefits: Supports decisions by
secondary market and subsequently re- teachers and administrators in everyday
lending their earnings to other businesses. practice, and helps inform students and
Potential benefits: Provides financing to their parents. Supports timely data-driven
businesses in the communities served by decisions about school closures, reallocation
the BIDCO that could not otherwise obtain of teachers and students to consolidated
financing, thereby saving and/or creating jobs. schools, resource allocation, and targeted
professional development.
Potential costs: $5 million in total estimated
costs Potential costs: $7.7 million in total estimated
costs
Potential funder(s): CDBG-DR, SBA, private
sector, private equity Potential funder(s): U.S. Department
of Education (SLDS Grant Program),
Potential implementer(s): SBA
nongovernment sources
Potential implementer(s): PRDE
EDU 7 HSS 33
Augment Tele-Education/ Review and Improve Systems
Online Education for Administration and Finance
Provide “emergency instruction” in the event of Response-Related Activities
of a school closure of more than 2 weeks. This Implement temporary waivers for a range of
action includes building an online repository emergency health service needs, including,
of free open educational resources, available but not limited to, authorization, payment
in English and Spanish and appropriate for deadlines, prescription coverage, enrollment,
various subject areas, grade levels (K-12), and and mortuary services.
technology platforms.
Potential benefits: Ensures uninterrupted
Potential benefits: Compensates for loss of access to care post-disaster. Prevents
instructional time due to school closures of potential delays in time-sensitive care.
all types. Provides a supplemental remedial
Potential costs: $8.1 million in total estimated
instructional resource. Increases access to
costs
instruction in advanced STEM areas. Builds on
PRDE’s initiative to integrate technology into Potential funder(s): CDBG-DR, DHHS,
the classroom. Government of Puerto Rico, nongovernment
sources
Potential costs: $22 million in total estimated
costs Potential implementer(s): ASES, DHHS, CMS
MUN 17 NCR 3
Provide Municipalities with General Archives Mitigation
Technical Assistance and and Modernization
Support for Best Practices Protect essential government records and
in Public Management and other collections in the Archivo General de
Operations Puerto Rico through architecture/engineering
Provide municipal governments with planning and design.
technical assistance and other forms of Potential benefits: Preserves historical
support to implement best practices in public records and collections, reinvests in existing
management including human resources and buildings and infrastructure, and protects
fiscal issues. Improve municipal workforces historic character of San Juan, with benefits to
by standardizing salary rates, position community and tourism.
descriptions, and qualification requirements
Potential costs: $11.5 million in total estimated
and by providing professional development
costs
and training.
Potential funder(s): National Archives’
Potential benefits: Improves public
National Historical Publications and Records
management at the municipal level by
Commission, Government of Puerto Rico,
promoting best practices in core operations.
private sector, nongovernment sources
Improves ability of municipal governments to
provide an array of services maintaining fiscal Potential implementer(s): ICP
well-being. Leads to a more highly skilled,
professional workforce.
Potential costs: $3.5 million in total estimated
costs
Potential funder(s): CDBG-DR, DOL
Potential implementer(s): Government of
Puerto Rico, municipal governments
ECN 21 ECN 25
Study Hurricane Impacts on Establish National Dislocated
the Local Economy Workers Assistance
Conduct an analysis of the main effects of Provide funding through Disaster Dislocated
Hurricane Maria on the local economy of Worker Grants to create temporary
Puerto Rico, as suggested in the Build Back employment opportunities to help with
Better plan. Prepare and evaluate economic clean-up and recovery efforts. This funding is
estimates of the damages to the overall provided to areas declared eligible for public
economy as well as by sector. Track recent assistance by FEMA or other federal agencies.
demographic changes in the local economy, Potential benefits: Creates temporary jobs
including movement of persons. that will provide income to workers who lost
Potential benefits: Enables local businesses to their sources of income due to the hurricanes,
plan better for the future and make strategic, promotes economic activity, and supplies
efficient investments to stimulate growth. workers who can assist in the cleanup and
Helps provide a basis for the government rebuilding efforts.
to use in estimating revenues and in fiscal Potential costs: $50 million in total estimated
planning, including infrastructure planning. costs
Potential costs: $300,000 in total estimated Potential funder(s): DOL
costs
Potential implementer(s): To be determined
Potential funder(s): CDBG-DR, DOC EDA
Potential implementer(s): Private sector firm
ECN 26
or university
Conduct Studies for Workforce
Development and Rapid
ECN 23 Response
Implement Job Creation Assess available labor supply and demand
Initiative for workers with various skills to determine
Create jobs within or near communities need for training and to better align available
hardest hit by job loss and structural damage workers with needs of local employers.
due to Hurricanes Irma and Maria. Target
Potential benefits: Helps local businesses
job creation efforts toward women and
better understand the available labor supply;
young adults, focusing on social and physical
helps government decisionmakers modify its
reconstruction projects.
workforce development efforts and develop
Potential benefits: Helps rebuild strategies to better align labor supply with
communities, restore jobs, decrease the labor demand.
rate of unemployment, strengthen the local
Potential costs: $5 million in total estimated
economy, and build resilience.
costs
Potential costs: $80 million in total estimated
Potential funder(s): CDBG-DR, DOL
costs
Potential implementer(s): Private sector firm
Potential funder(s): DOC EDA, CDBG-DR, DOL
or university
Potential implementer(s): To be determined
ECN 28 EDU 1
Implement Initiative to Create New—and Enhance
Promote Entrepreneurship Existing—After-School
Establish a Business and Entrepreneurial and Summer Learning
Intelligence System to provide statistics, Opportunities
information, and data to simplify preparation Expand existing—and implement new—
of business plans, strategies, and market summer and after-school learning programs,
studies. The System will be established by the including academic, health, nutrition,
Government of Puerto Rico but managed by and mental health services, to address
an organization outside the government. post-hurricane learning loss and provide
Potential benefits: Allows potential business consistency to snack or meal programs that
owners to view the investment and business are offered as part of these programs.
climate and opportunities in Puerto Rico more Potential benefits: Promotes faster recovery
clearly, in the hope of encouraging them to in student achievement from post-hurricane
start operations. learning loss, a stronger sense of stability,
Potential costs: $50 million in total estimated better understanding of students’ health and
costs mental health needs, and creates a source
of employment for young Puerto Ricans as
Potential funder(s): DOC EDA, CDBG-DR
summer and after-school instructors.
Potential implementer(s): DEDC
Potential costs: $3.9 billion in total estimated
costs
ECN 35 Potential funder(s): U.S. Department of
Establish Business and Education, USDA, nongovernment sources
Industrial Development Potential implementer(s): PRDE, U.S.
Corporations (BIDCOs) Department of Education, USDA Summer
Establish BIDCOs, i.e., state-chartered Food Program
private lending institutions designed to help
businesses that conventional lenders consider
too high-risk and that lack the high growth
potential to attract venture capitalists. BIDCOs
obtain their funding by selling the guaranteed
portions of their government loans on the
secondary market and subsequently re-
lending their earnings to other businesses.
Potential benefits: Provides financing to
businesses in the communities served by
the BIDCO that could not otherwise obtain
financing, thereby saving and/or creating jobs.
Potential costs: $5 million in total estimated
costs
Potential funder(s): CDBG-DR, SBA, private
sector, private equity
Potential implementer(s): SBA
EDU 2 EDU 6
Improve Longitudinal Data Expanding and Updating K-12
System to Support Evidence- Vocational Programs
Based Policy Implement a one-year pilot program and
Complete prior work to develop a subsequent full-scale program to expand and
longitudinal data system. Provide training update K-12 vocational programs to include
on how to integrate data into operations entrepreneurship training and accommodate
and decisionmaking. Link K-12 data to post- growth in economic sectors such as
secondary outcomes and workforce data to manufacturing, finance, renewable energy,
better manage school-to-work transitions. construction, hospitality, and health care.
Potential costs: $7.7 million in total estimated Potential costs: $3 billion in total estimated
costs costs
EDU 7 EDU 8
Augment Tele-Education/ Strengthen School Leadership
Online Education Pipeline
Provide “emergency instruction” in the event Strengthen the school director and district
of a school closure of more than 2 weeks. This leader pipeline by improving recruitment,
action includes building an online repository embedded training, support (e.g., mentoring,
of free open educational resources, available coaching), and retention practices.
in English and Spanish and appropriate for Potential benefits: Positively impacts student
various subject areas, grade levels (K-12), and learning. Reduces teacher and leadership
technology platforms. turnover. Improves understanding of local
Potential benefits: Compensates for loss of education needs. Improves communication
instructional time due to school closures of between schools and regional administrators.
all types. Provides a supplemental remedial Increases capacity to function within newly-
instructional resource. Increases access to decentralized system.
instruction in advanced STEM areas. Builds on Potential costs: $290 million in total estimated
PRDE’s initiative to integrate technology into costs
the classroom.
Potential funder(s): U.S. Department of
Potential costs: $22 million in total estimated Education, philanthropic foundations, principal
costs training programs
Potential funder(s): U.S. Department of Potential implementer(s): PRDE, professional
Education, philanthropic foundations, development partners
corporate sponsorships
Potential implementer(s): PRDE, professional
development partners
EDU 9
Develop and Implement
Teacher Pipeline Program
Improve teacher preparation programs
and instructional practice by (1) creating a
residency model for teacher training, (2)
reviewing teacher certification requirements,
(3) aligning personnel decisionmaking
processes with assessment of teacher quality,
(4) strengthening teacher supports and career
pathways, and (5) rewarding high-quality
teachers working in demanding environments.
Potential benefits: Develops a pipeline of
teachers who can engage in high-quality
instruction and support others in improving
their practice. Reduces teacher turnover and
promotes a closer relationship between K-12
schools and UPR.
Potential costs: $350 million in total estimated
costs
Potential funder(s): U.S. Department of
Education
Potential implementer(s): PRDE, UPR,
professional development partners, schools
Entrepreneurship
ECN 3 ECN 7
Change Social Welfare and Create Research Centers and
Benefits Policy Partnerships
Modify the distribution of social welfare Create research centers and partnerships
benefits and income by altering policies across a variety of disciplines, for example,
pertaining to eligibility for social welfare agricultural partnerships with universities;
benefits, such as Medicaid and the Nutrition specialized research centers in technology,
Assistance Program. Examples include biotechnology, and marine economics; and
establishing work requirements, using a center devoted to developing and using
income tax credits to eliminate thresholds for blockchain technology.
eligibility, and lowering individual income tax Potential benefits: Leverages the
rates to stimulate consumption. intellectual capital of Puerto Rico to
Potential benefits: Removes disincentives to stimulate technological development that
work that have been created by the current will potentially increase productivity across
system of benefit provision. Stimulates diverse sectors of the economy.
economy by encouraging consumption. Potential costs: $110 million in total estimated
Improves fiscal spending by reducing benefit costs
payments.
Potential funder(s): Federal agencies
Potential costs: To be determined
Potential implementer(s): Universities, private
Potential funder(s): To be determined industry
Potential implementer(s): Puerto Rico
Executive Branch, Legislative Assembly
ECN 11
Medical Tourism Initiative
ECN 5 Establish and fund a not-for-profit Medical
Improve Retention of Educated Tourism Corporation (MTC) to be run by
Workforce Through Policy the Destination Management Organization.
Change Continue to fund the MTC until it becomes
Decrease the proportion of college students self-sustaining. Consider including an initiative
and educated workers who are leaving to retain local health care workers.
Puerto Rico by adopting policies that create Potential benefits: Stimulates economic
incentives to stay. activity from tourist spending, and
Potential benefits: Increases retention of may reverse the departure of medical
those who would otherwise migrate after professionals from Puerto Rico.
completing their studies and increases Potential costs: $8 million in total estimated
production of goods and services through costs
enhanced labor quality.
Potential funder(s): CDBG-DR, private sector,
Potential costs: To be determined nongovernment sources
Potential funder(s): To be determined Potential implementer(s): PRTC, DEDC
Potential implementer(s): Legislative
Assembly
ECN 13 ECN 28
Develop PRIDCO’s Abandoned Implement Initiative to
Buildings for Business Promote Entrepreneurship
Incubators Establish a Business and Entrepreneurial
Find tenants to occupy abandoned PRIDCO- Intelligence System to provide statistics,
owned buildings, ideally entrepreneurs information, and data to simplify preparation
seeking to develop business incubators who of business plans, strategies, and market
will benefit from reduced operating costs studies. The System will be established by the
and the capacity building that can result from Government of Puerto Rico but managed by
networking with other startup entrepreneurs. an organization outside the government.
ECN 14 ECN 34
Direct Small Business Create Business Resiliency
Investment Hubs
Provide small grants to small businesses, Create business resiliency hubs (BRH) in
startups, and entrepreneurs affected by the areas not prone to flooding to provide space
hurricanes to ensure they can continue to for business operations after a disaster.
grow. Grants would cover working capital Obtain satellite communications, if feasible,
assistance, inventory losses, equipment and to enhance resiliency of communications
fixture replacement costs, hurricane repairs, systems. These BRHs would be community
and mitigation projects. facilities, possibly closed schools, built to code,
with sufficient backup generating capacity
Potential benefits: Allows businesses to
and fuel supply for the response phase of a
reestablish operation, rebuild, recover, and
disaster.
grow, as well as becoming more resilient
to disasters and able to plan for continued Potential benefits: Helps businesses survive
growth with more confidence. and recover from disasters by assisting with
continuity of operations, enabling them to
Potential costs: $2.7 billion in total estimated
communicate with employees, customers,
costs
and vendors.
Potential funder(s): CDBG-DR, DOC EDA
Potential costs: $4 million in total estimated
Potential implementer(s): SBA costs
Potential funder(s): DOC EDA
Potential implementer(s): To be determined
ECN 35 CPCB 4
Establish Business and Resilience Building in
Industrial Development Collaboration with High-Risk
Corporations (BIDCOs) Communities
Establish BIDCOs, i.e., state-chartered Hire planners (on average 1.5 FTE per
private lending institutions designed to help municipality) to develop and implement
businesses that conventional lenders consider disaster response and recovery plans
too high-risk and that lack the high growth in collaboration with 50–100 selected
potential to attract venture capitalists. BIDCOs communities. This action includes (1)
obtain their funding by selling the guaranteed investments into programs—e.g., workforce
portions of their government loans on the development, microfinance, education—that
secondary market and subsequently re- address long-term stressors, as well as the
lending their earnings to other businesses. improvement of essential services; and (2)
resilience building events for community
Potential benefits: Provides financing to
residents and local businesses, including
businesses in the communities served by
fostering connections among governmental
the BIDCO that could not otherwise obtain
agencies, community groups, and NGOs.
financing, thereby saving and/or creating jobs.
Potential benefits: Builds community and
Potential costs: $5 million in total estimated
individual resilience for both disaster response
costs
and long-term recovery
Potential funder(s): CDBG-DR, SBA, private
Potential costs: $82 million in total estimated
sector, private equity
costs
Potential implementer(s): SBA
Potential funder(s): CDBG-DR, DHHS
Potential implementer(s): Government of
Puerto Rico, municipal governments, local
NGOs
EDU 6 EDU 7
Expanding and Updating K-12 Augment Tele-Education/
Vocational Programs Online Education
Implement a one-year pilot program and Provide “emergency instruction” in the event
subsequent full-scale program to expand and of a school closure of more than 2 weeks. This
update K-12 vocational programs to include action includes building an online repository
entrepreneurship training and accommodate of free open educational resources, available
growth in economic sectors such as in English and Spanish and appropriate for
manufacturing, finance, renewable energy, various subject areas, grade levels (K-12), and
construction, hospitality, and health care. technology platforms.
Potential benefits: Helps build a skilled Potential benefits: Compensates for loss of
labor force for sectors key to Puerto Rico’s instructional time due to school closures of
recovery. Helps address the needs of those all types. Provides a supplemental remedial
disproportionately affected by disasters. instructional resource. Increases access to
Helps create and/or strengthen private-public instruction in advanced STEM areas. Builds on
consortiums to support long-term recovery. PRDE’s initiative to integrate technology into
Creates closer ties between K-12 schools and the classroom.
universities. Potential costs: $22 million in total estimated
Potential costs: $3 billion in total estimated costs
costs Potential funder(s): U.S. Department of
Potential funder(s): U.S. Department of Education, philanthropic foundations,
Education, NSF, DoD, NIH, DOL, P3, DEDC, corporate sponsorships
Puerto Rico Department of Labor and Human Potential implementer(s): PRDE, professional
Resources, nongovernment sources development partners
Potential implementer(s): PRDE, schools,
private industry
Advanced manufacturing
ECN 5 ECN 9
Improve Retention of Educated Invest in Agricultural Recovery
Workforce Through Policy Assistance
Change Provide a direct investment in recovery
Decrease the proportion of college students assistance to farming efforts. This action
and educated workers who are leaving targets poultry; dairy milking; livestock
Puerto Rico by adopting policies that create breeding; specialty animals; and horticulture,
incentives to stay. including vegetables and tubers, grain
production, orchards (fruit and nut trees),
Potential benefits: Increases retention of
melons, and coffee facilities.
those who would otherwise migrate after
completing their studies and increases Potential benefits: Allows farmers and other
production of goods and services through agricultural workers to reestablish operations.
enhanced labor quality. Stimulates development of innovative and
efficient farming practices and use of next-
Potential costs: To be determined
generation agricultural technology, improving
Potential funder(s): To be determined profitability of agriculture and increasing
Potential implementer(s): Legislative exports.
Assembly Potential costs: $1.8 billion in total estimated
costs
ECN 8 Potential funder(s): USDA, CDBG-DR
Define and Develop Economic Potential implementer(s): Puerto Rico
Development Zones Department of Agriculture
Define geographically distinct economic
development zones and establish policies to
provide benefits, such as tax advantages and
waivers of particular regulations.
Potential benefits: Incentivizes particular
types of economic activity in specific areas,
which in turn, increases the level of economic
activity and employment.
Potential costs: $50 million in total estimated
costs
Potential funder(s): DOC EDA
Potential implementer(s): Puerto Rico
Executive Branch, Legislative Assembly
ECN 10 ECN 12
BLUEtide Initiative Provide Innovation and
Develop a whole-island approach to coastal Entrepreneurial Training
resources management for disaster mitigation Reinvigorate innovation and research in
and resilience, workforce development, and Puerto Rico by implementing a model and
advanced manufacturing. Start a marine initiatives developed by Georgia Tech. The
business innovation and research center model consists of three strategies: bring
and an incubator network to develop talented workers into startup and research
ocean-related technologies. Leverage teams, screen the teams to identify those with
waterborne infrastructure to support sports strong potential, and scale up high-potential
anglers, tourism, bio-compound extraction, startup teams.
aquaculture, policy, and enforcement.
Potential benefits: Generates young, trained
Potential benefits: Increases tourism, entrepreneurs who can start businesses that
international competitiveness, economic will produce goods and services for export;
growth, and food security while diversifying promotes public-private partnerships; and
the economic drivers of the Island and creates job opportunities.
preventing future hurricane damage.
Potential costs: $26 million in total estimated
Potential costs: $200 million–$300 million in costs
total estimated costs
Potential funder(s): DOC EDA, NSF
Potential funder(s): CDBG-DR, FEMA, DOC
Potential implementer(s): Georgia Tech or
EDA, NOAA, DOI, EPA, USDA, NGOs
similar university, Puerto Rican universities,
Potential implementer(s): FEMA, DOC EDA, PRDE, PRSTRT, Grupo Guayacan, DEDC,
NOAA, DOI, EPA, USDA, HUD, DEDC, DNER, PRiMEX, Small Business Technology
PRSTRT, municipal governments, NGOs Development Center, Echar Pa’lante
ECN 11 ECN 13
Medical Tourism Initiative Develop PRIDCO’s Abandoned
Establish and fund a not-for-profit Medical Buildings for Business
Tourism Corporation (MTC) to be run by Incubators
the Destination Management Organization. Find tenants to occupy abandoned PRIDCO-
Continue to fund the MTC until it becomes owned buildings, ideally entrepreneurs
self-sustaining. Consider including an initiative seeking to develop business incubators who
to retain local health care workers. will benefit from reduced operating costs
Potential benefits: Stimulates economic and the capacity building that can result from
activity from tourist spending, and networking with other startup entrepreneurs.
may reverse the departure of medical Potential benefits: Avoids neighborhood
professionals from Puerto Rico. blight, improves ease of doing business, and
Potential costs: $8 million in total estimated provides opportunities for communities as
costs well as for startups. Creates community
anchor points for business development.
Potential funder(s): CDBG-DR, private sector,
nongovernment sources Potential costs: To be determined
ECN 14 ECN 23
Direct Small Business Implement Job Creation
Investment Initiative
Provide small grants to small businesses, Create jobs within or near communities
startups, and entrepreneurs affected by the hardest hit by job loss and structural damage
hurricanes to ensure they can continue to due to Hurricanes Irma and Maria. Target
grow. Grants would cover working capital job creation efforts toward women and
assistance, inventory losses, equipment and young adults, focusing on social and physical
fixture replacement costs, hurricane repairs, reconstruction projects.
and mitigation projects.
Potential benefits: Helps rebuild
Potential benefits: Allows businesses to
communities, restore jobs, decrease the
reestablish operation, rebuild, recover, and
rate of unemployment, strengthen the local
grow, as well as becoming more resilient
economy, and build resilience.
to disasters and able to plan for continued
growth with more confidence. Potential costs: $80 million in total estimated
Potential costs: $2.7 billion in total estimated costs
costs Potential funder(s): DOC EDA, CDBG-DR, DOL
Potential funder(s): CDBG-DR, DOC EDA Potential implementer(s): To be determined
Potential implementer(s): SBA
ECN 24
ECN 17 Revitalize the PR-127
Construct the Puerto Rico Petrochemical Corridor in
Science, Technology, & Guyanilla-Peñuelas
Research Trust’s Research and Undertake cleanup and revitalization of
Development Center at Science contaminated former petrochemical zone.
City Potential benefits: Allows development of
Construct the Forward Center—the research, new industries that focus on production of
development, and prototyping facility for the next-generation renewable energy resources
proposed Puerto Rico Science, Technology, and products and that support microalgae-
and Research Trust—at Science City. This based pharmaceutical manufacturing, and
effort represents one of Puerto Rico’s
responsible recycling industries.
Comprehensive Economic Development
Strategy approaches. Potential costs: $30 million in total estimated
costs
Potential benefits: Provides science and
technology companies, such as Boston Potential funder(s): DOC EDA, CDBG-DR
Scientific, space to expand their research and
Potential implementer(s): DEDC
development efforts, while helping to move
Puerto Rico to the forefront of innovation.
Establishes new co-working space for other
high-tech ventures that have arisen from
Parallel18 Ventures.
Potential costs: $6 million in total estimated
costs
Potential funder(s): DOC EDA, Opportunity
Zone Funds (once established), New Markets
Tax Credits
Potential implementer(s): DEDC
ECN 28 ECN 34
Implement Initiative to Create Business Resiliency
Promote Entrepreneurship Hubs
Establish a Business and Entrepreneurial Create business resiliency hubs (BRH) in
Intelligence System to provide statistics, areas not prone to flooding to provide space
information, and data to simplify preparation for business operations after a disaster.
of business plans, strategies, and market Obtain satellite communications, if feasible,
studies. The System will be established by the to enhance resiliency of communications
Government of Puerto Rico but managed by systems. These BRHs would be community
an organization outside the government. facilities, possibly closed schools, built to code,
with sufficient backup generating capacity
Potential benefits: Allows potential business
and fuel supply for the response phase of a
owners to view the investment and business
disaster.
climate and opportunities in Puerto Rico more
clearly, in the hope of encouraging them to Potential benefits: Helps businesses survive
start operations. and recover from disasters by assisting with
continuity of operations, enabling them to
Potential costs: $50 million in total estimated
communicate with employees, customers,
costs
and vendors.
Potential funder(s): DOC EDA, CDBG-DR
Potential costs: $4 million in total estimated
Potential implementer(s): DEDC costs
Potential funder(s): DOC EDA
ECN 29
Potential implementer(s): To be determined
Design Puerto Rico Resiliency/
Rebuild/Open for Business
Campaign ECN 35
Design and launch marketing strategy to
Establish Business and
inform the world that Puerto Rico is ready to Industrial Development
resume receiving tourists and inviting visitors Corporations (BIDCOs)
to see that the natural resources have been Establish BIDCOs, i.e., state-chartered
preserved and that the tourism industry is private lending institutions designed to help
ready to serve them. businesses that conventional lenders consider
Potential benefits: Fills information gaps too high-risk and that lack the high growth
and promotes tourism to Puerto Rico, which potential to attract venture capitalists. BIDCOs
will lead to enhanced exports and economic obtain their funding by selling the guaranteed
development. May complement private portions of their government loans on the
initiatives. secondary market and subsequently re-
lending their earnings to other businesses.
Potential costs: $67 million in total estimated
costs Potential benefits: Provides financing to
businesses in the communities served by
Potential funder(s): DOC EDA the BIDCO that could not otherwise obtain
Potential implementer(s): PRTC, DEDC financing, thereby saving and/or creating jobs.
Potential costs: $5 million in total estimated
costs
Potential funder(s): CDBG-DR, SBA, private
sector, private equity
Potential implementer(s): SBA
ECN 38 ECN 41
Redevelop Former Roosevelt Agricultural Financial Support
Roads Naval Station for Access to Capital
Redevelop the former Roosevelt Roads naval Establish an Agricultural Enterprise program
station to include housing, mixed-use retail in the Economic Development Bank (EDB)
establishments, industrial parks, and maritime exclusively for agricultural innovation
and air transportation. Redevelopment will enterprises supported by federal programs
require a spectrum of investment partners that provide Revolving Loan Funds to expand
to help with the required infrastructure farmer access to capital and encourage
developments. innovation and ag modernization.
Potential benefits: Results in economic Potential benefits: Helps increase the number
growth, stabilization, and expansion in the and productivity of farmers in Puerto Rico
surrounding communities. while contributing to hurricane mitigation and
food security by encouraging innovation.
Potential costs: $500 million in total estimated
costs Potential costs: $5 million in total estimated
costs
Potential funder(s): PA, HMGP, CDBG-DR,
PRIDCO Potential funder(s): CDBG-DR, USDA Rural
Development, DOC EDA
Potential implementer(s): DEDC, private
developers Potential implementer(s): EDB
ECN 40 ECN 42
Center of Excellence for PRIDCO Agriculture Parks
Agricultural Technologies Convert undeveloped PRIDCO Parks to host
Training state of the art controlled environment
Establish a fully operational agricultural agriculture infrastructure available, including
training center to catalyze applied technology hydroponics and aquaculture, for private lease
driven agro-innovation to integrate veterans, using same current landlord model.
youth, and marginalized populations into ag Potential benefits: Helps attract young
business opportunities. entrepreneurs to ag industry to help achieve
Potential benefits: Contributes to human critical mass, especially when combined
capital development, hurricane mitigation with the technical expertise of the Center of
and food security by helping to increase the Excellence and Operational Capital provided
number of farmers in Puerto Rico. by the Economic Development Bank (EDB).
Controlled environment ag can reduce climate
Potential costs: $6 million in total estimated
vulnerability, overcome land constraints, and
costs
increase food security and exports.
Potential funder(s): FEMA, NOAA, DOI, EPA,
Potential costs: $100 million in total estimated
USDA Rural Development, HUD
costs
Potential implementer(s): To be determined
Potential funder(s): CDBG-DR, USDA Rural
Development, DOC EDA
Potential implementer(s): To be determined
ECN 43 CPCB 8
Ag Industry Support Strengthening Emergency
Change the current model of the PRDA Management Capacity at
Agrological Laboratory to a P3 with greater Municipalities
resources to enable it to communicate Establish Municipal Emergency Management
effectively and in a timely manner with Offices in municipalities where they do not yet
farmers and better serve its intended function exist. Work with existing MEMOs to identify
as a support resource to enable optimal farm- personnel and training needs. With PREMA/
level decision making. FEMA, create a training curriculum that more
Potential benefits: Contributes to human directly addresses municipal needs. Work with
capital development, hurricane mitigation the Office of Human Resources to update job
and food security by advising on better ag descriptions, specific classifications, tasks and
practices. May also increase and optimize the responsibilities of all municipal staff during an
technical resources needed to improve the emergency and response event. Train MEMOs
productivity of agriculture. to collect better information about people
requiring evacuation (e.g., disabled, elderly).
Potential costs: $27 million in total estimated
costs Potential benefits: Strengthens municipalities’
emergency management and response
Potential funder(s): CDBG-DR, USDA Rural
capacity.
Development, DOC EDA
Potential costs: $165 million in total estimated
Potential implementer(s): To be determined
costs
Potential funder(s): HMGP, CDBG-DR, PREMA,
CPCB 1 Government of Puerto Rico, municipalities
Disaster Preparedness Data
Potential implementer(s): FEMA, PREMA,
Analysis and Decision Support Municipal Emergency Management Offices
Capability
Enhance disaster-related data analysis and
decision support capability within PREMA EDU 10
to support both disaster preparedness Develop and Implement a
and hazard mitigation activities. This Parent Education Program on
action includes collecting and analyzing School Choice
data on hazards, environmental risks, Develop outreach and public education
housing, infrastructure, economic barriers, programs, with special emphasis on
preparedness, etc. by geography (municipality disadvantaged families, to ensure that all
or smaller) and disseminating this information parents and guardians have the knowledge
to planners in PREMA, other state-level and tools they need to be effective consumers
agencies, and municipalities. in a school-choice environment.
Potential benefits: Allows the government Potential benefits: Improves parents’
of Puerto Rico to make informed choices knowledge about their school choices, while
about how to efficiently and effectively also making parents and families happier and
spend available funds to improve disaster more invested in their chosen schools.
preparedness.
Potential costs: $5.7 million in total estimated
Potential costs: $21 million in total estimated costs
costs
Potential funder(s): U.S. Department of
Potential funder(s): HMGP, CDBG-DR, PREMA Education, PRDE, nongovernment sources
Potential implementer(s): Government of Potential implementer(s): PRDE (Family
Puerto Rico, municipal governments Engagement Office)
HSS 3 HSS 10
Implement Integrated Waste Expand Care for Trauma and
Management Program and Chronic Stress
Expand Programs to Increase Expand the number of people and places
Recycling Rates (e.g., schools and other community centers)
Establish an integrated materials recovery and where people can get both long-term and
waste management program and increase immediate assistance for acute trauma and
the proportion of waste that is diverted from chronic stress. This action includes training
landfills. This action includes a comprehensive nonprofessionals, such as health and physical
waste characterization and cost analysis, education teachers, in supportive emotional
enforceable recycling and composting well-being services.
mandates, and public education. Potential benefits: Improves quality of care
Potential benefits: Creates a waste outcomes for traumatic stress and addresses
management program that would decrease the mental health care provider shortage and
negative health impacts across Puerto Rico. distribution issues.
Potential costs: $6.4 million in total estimated Potential costs: $8.4 million in total estimated
costs costs
HSS 19 MUN 17
Create Flex-Funding for Social Provide Municipalities with
Service Centers Technical Assistance and
Assess the social service center facility and Support for Best Practices
develop an inventory of critical facilities and in Public Management and
also a set of eligibility criteria. Create a flexible Operations
funding mechanism to assist critical facilities,
Provide municipal governments with
such as domestic violence and homeless
technical assistance and other forms of
shelters and child- and elder-care facilities, in
support to implement best practices in public
bearing the costs of long periods of generator
management including human resources and
use post-disaster.
fiscal issues. Improve municipal workforces
Potential benefits: Avoids facility closures due by standardizing salary rates, position
to loss of fuel. Allows for continuity of service descriptions, and qualification requirements
provision to populations disproportionately and by providing professional development
affected by disaster. Reduces the need to and training.
relocate shelters.
Potential benefits: Improves public
Potential costs: $11 million–$980 million in
management at the municipal level by
total estimated costs
promoting best practices in core operations.
Potential funder(s): U.S. Department of Improves ability of municipal governments to
Energy, PREMA, PREPA, DHHS ACF, private provide an array of services maintaining fiscal
sector well-being. Leads to a more highly skilled,
Potential implementer(s): PRDF, PREMA professional workforce.
Potential costs: $3.5 million in total estimated
MUN 10 costs
Provide Technical Assistance Potential funder(s): CDBG-DR, DOL
to Improve Municipal Finances Potential implementer(s): Government of
by Generating Additional Puerto Rico, municipal governments
Revenues, Reducing Costs, and
Balancing Budgets
Design and implement technical assistance
programs to help municipalities find
innovative ways to improve their finances by
generating more revenue, cutting unnecessary
costs, increasing productivity, and improving
their ability to forecast revenue and spending.
Potential benefits: Helps municipalities
balance their budgets. Improves their capacity
to function and deliver services. Leads to
improved fiscal situation throughout Puerto
Rico.
Potential costs: $6 million in total estimated
costs
Potential funder(s): CDBG-DR, SBA
Potential implementer(s): Independent
research partner, municipal governments
NCR 2 NCR 7
Arts Recovery Develop Partner Networks for
Implement an integrated strategy to help Recovering Plant and Animal
artists and arts organizations recover while Species
supporting Puerto Rico’s economic and Grow a comprehensive network of partners
emotional recovery. Options include recovery to work together to help fund actions for
grants, workspaces, global arts exchange plant and animal species preservation,
programs, preparedness and recovery training, develop human capital and capacity in
an arts tourism service sector, and arts species management, educate the public, and
outreach to facilitate community recovery. cultivate experiential/tourism opportunities.
Potential benefits: Helps artists and arts Such partners would include federal and
organizations resume practice and livelihoods, state-level agencies, local government, NGOs,
reduces future recovery costs and time, and universities, and private sector partners.
promotes sustainability and resiliency of the Potential benefits: Improves management
arts. of plant and animal species, helps prevent
Potential costs: $10 million in total estimated species from becoming extinct, and expands
costs and enhances educational, tourism, and other
economically beneficial opportunities.
Potential funder(s): DOC EDA, Institute of
Museum and Library Services, National Potential costs: $100,000 in total estimated
Endowment for the Humanities, and National costs
Archives and Records Administration, private Potential funder(s): DOI, USFS, NRCS,
sector, nongovernment sources USDA, DNER, Government of Puerto Rico,
Potential implementer(s): Government of municipalities, private sector, nongovernment
Puerto Rico, Heritage Emergency Task Force sources
Potential implementer(s): DNER, federal
agencies, University of Puerto Rico, NGOs
NCR 11 NCR 27
Establish a Long-Term, Expand Disaster Recovery
Sustainable, Integrated Solid Sister Cities Connections
Waste Management Program Establish plans for twinning Puerto Rican cities
Implement an updated Solid Waste with other disaster-affected cities around
Management Plan to address disaster debris the world to promote professional exchange
management and changes to waste streams about disaster recovery and preparedness,
after disasters, including diverting organic and as well as general cultural and economic
recyclable waste from landfills. exchange.
Potential benefits: Extends the life of Potential benefits: Promotes sharing of
landfills, helps ensure a sustainable, lessons learned elsewhere, helps ensure
economically viable, and compliant solid continued success of Puerto Rico’s recovery
waste management plan, reduces waste effort, and provides economic benefits as well
going to unlined landfills, provides economic as professional development, educational, and
opportunities, and improves soil for tourism opportunities.
agriculture.
Potential costs: $13 million in total estimated
Potential costs: $263 million in total estimated
costs
costs
Potential funder(s): To be determined
Potential funder(s): CDBG-DR, USDA, P3
Potential implementer(s): Government of
Potential implementer(s): DNER (EQB), EPA,
Puerto Rico, NGOs, communities
USDA
NCR 28
NCR 14
Water Quality Improvements Identify Funding for Natural
at the Watershed Scale and Cultural Resources
to Protect Human Health, Research
Infrastructure, Freshwater, Establish a public-private fund for innovative
scientific research that supports recovery
and Marine Environments
goals and enhances understanding of the
Implement watershed restoration and
effects of the hurricanes.
management strategies in four priority
watersheds (Arecibo, San Juan Metropolitan Potential benefits: Encourages innovative
Area, Cabo Rojo/Guánica, and Northeast and multidisciplinary research, expands
Corridor) and sensitive coastal areas. opportunities for Puerto Rico’s research
community, and provides timely information
Potential benefits: Reduces the potential for
excessive sedimentation from future storm to inform decisions about recovery projects,
runoff, reduces pollution in waterways, future plans, and actions.
improves soil retention, reduces landslide risk, Potential costs: $8.6 million–$16 million in
maintains reservoir storage capacity, provides total estimated costs
ecological corridors, improves water quality,
Potential funder(s): Private sector,
and restores coastal areas.
nongovernment sources
Potential costs: $142 million in total estimated
Potential implementer(s): PRTC
costs
Potential funder(s): HMGP, CDBG-DR, NRCS
EQIP, EPA, DOI, NOAA, EQB State Revolving
Fund
Potential implementer(s): DNER, federal
agencies
NCR 30 PBD 2
Create an Accessible Data Right-Size Public Buildings
Repository of Natural and Analyze demand for government services to
Cultural Resources estimate the appropriate building capacity,
Create a complete and accessible geo- program requirements, and proposed
referenced data repository of Puerto Rico’s improvements for government operations.
natural and cultural resources using reliable Repurpose, reallocate, and refurbish buildings.
data standards and systems (such as cloud- Sell or demolish unneeded vacant buildings.
based computing) to facilitate response and Potential benefits: Provides income (from
recovery and inform investment decisions. the sale of buildings), reduces operations
Potential benefits: Provides data to inform and maintenance costs, improves the
damage assessments and strengthens effectiveness of government operations and
support for decisions about natural and service delivery, and removes the blight of
cultural resource recovery options. Benefits long-abandoned, vandalized buildings.
infrastructure, community capacity building, Potential costs: $200 million–$500 million in
economics, and education. total estimated costs
Potential costs: $12 million in total estimated Potential funder(s): PA, HMGP, CDBG-DR,
costs Government of Puerto Rico
Potential funder(s): DOI, USGS, NOAA, NPS, Potential implementer(s): PRPB
Government of Puerto Rico, DNER
Potential implementer(s): PRTC
PBD 3
Establish Integrated Services
PBD 1 Centers
Compile a Public Buildings Continue supporting the Government of
Inventory Puerto Rico’s ongoing project to cluster
Create a comprehensive, centralized database public services in a single location to improve
of buildings owned by the Government efficiency and accessibility to the public.
of Puerto Rico that includes building A center is already operating in San Juan,
characteristics, which will allow analysis where residents can access a variety of social
of emergency response needs and general services in a single location.
operational decision-making. Potential benefits: Simplifies access to
Potential benefits: Provides clear visibility of services for the population and streamlines
building inventories to facilitate system-wide maintenance processes.
infrastructure-related decision-making and Potential costs: $10 million–$20 million in total
support hazard mitigation programs, damage estimated costs
assessment, and recovery from natural
Potential funder(s): PA, HMGP, CDBG-DR,
disasters.
Government of Puerto Rico, USDA WIC
Potential costs: $4 million in total estimated
Potential implementer(s): Puerto Rico
costs
Department of State, PRPBA
Potential funder(s): PA, CDBG-DR, PRPB
Potential implementer(s): PRPB, PRIFA
PBD 4
Realign Public Building
Ownership
Transfer ownership of buildings so that
buildings of the same type (e.g., schools or
government centers) are all owned by the
same agency.
Potential benefits: Resolves complications
from buildings of the same type owned by
different agencies, improving government
efficiency, accessibility, and communication.
Potential costs: $600,000 in total estimated
costs
Potential funder(s): PRPB
Potential implementer(s): Office of the
Governor, Legislative Assembly
PBD 10
Incentivize State-of-the-Art
Building Design, Practices, and
Technologies
Modify or develop policies and programs that
establish clear standards for energy and water
efficiency in public buildings and provide
incentives for energy and water efficiency,
renewable energy systems, increased
resilience to natural hazards, and innovative
redesign or reconfiguration of spaces to
better support delivery of critical public
services.
Potential benefits: Reduces resource use and
building operational costs, meets Government
of Puerto Rico energy goals, reduces potential
future damages, increases reliability of critical
public services, and potentially creates jobs.
Potential costs: $7 million in total estimated
costs
Potential funder(s): GPR agency operating
budgets, EPA
Potential implementer(s): Government of
Puerto Rico, municipal governments
DETAILED LOOK
AT HOW THE PLAN
WAS DEVELOPED
T
he Government of Puerto Rico—in particular the Central
Recovery and Reconstruction Office, also known as
the Central Office of Recovery, Reconstruction, and
Resilience (COR3)—was supported by FEMA and the
Homeland Security Operational Analysis Center (HSOAC—a
federally funded research and development center [FFRDC]
operated by the RAND Corporation under contract with the
Department of Homeland Security) in the development of this
recovery plan. The effort involved extensive outreach to and
collaboration with a broad group of federal agencies, state-level
and municipal government agencies within Puerto Rico, private-
sector and nonprofit entities, and those most affected by the
hurricanes—the people of Puerto Rico.
The plan was developed over the course of three dynamic and—
given the urgency—overlapping phases:
1. Identifying damage, needs, and priorities for recovery
2. Identifying potential courses of actions (and their related costs)
3. Aligning the priorities and courses of action and identifying
funding sources.
Puerto Rico
Total cost
FEMA
estimate=sum
of costs for each Local mayors
action included Communities
Federal and Local PRELIMINARY DRAFT – JULY 2, 2018
agencies
Final plan
People
Documents
Key steps
Tran
and sformati
Inn on
in ovati An
of De the Wa on and Economic
vasta ke R Disast
PRELIM
INA RY DRA
FT –
JULY
2, 201
8
UN MODELO PARA LA
TRANSFORMACIÓN
SOCIOECONÓMICA
Build Back Better Build Back Better Puerto Rico (GPR) |
DE NUESTRA ISLA.
Puerto Rico
November 2017
PROGRAMA
Ricardo Rosselló
National Disaster Recovery Framework (FEMA) |
DE GOBIERNO Governor of Puerto Rico
Transportation Public Buildings Communications/IT Water Health and Social Services Education Cross-sector
Estimate costs
Where possible, for each proposed course of action, the relevant
sector team made rough-order-of-magnitude cost estimates to
support high-level planning and inform decisionmaking. Where
available, costs are presented in 2018 dollars. Costs are included
for the period FY 2018 through FY 2028, which is the time
horizon for the fiscal plans. They include both initial costs (e.g.,
construction investment) and future costs (e.g., operations and
maintenance) over the 11-year period. Incremental operations
and maintenance costs are included if they are an increase from
pre-hurricane levels (e.g., because of structural improvements
or technological upgrades) and thus would represent a new
expense that would have to be covered. Similarly, full operations
and maintenance costs are included for facilities that were not
being maintained prior to the hurricane. And it is worthy to
note that these estimates represent only those costs for which a
specific payment is made by some source to carry out a specific
action; they do not include all of the costs to society that may
be associated with recovery actions (e.g., the costs that better
enforcement of regulations incurs on the individuals and
business owners who must comply). Costs are included for the
period FY 2018 through FY 2028, which is the time horizon
for the New Fiscal Plan. They include both initial costs (e.g.,
construction investment) and future costs (e.g., operations and
maintenance) over the 11-year period. Incremental operations
and maintenance costs are included if they are an increase from
pre-hurricane levels (e.g., because of structural improvements or
technological upgrades). Full operations and maintenance costs
are included for facilities that were not being maintained prior to
the hurricane.
The approach to estimating the cost of each individual course
of action was based on its specific nature and the available
sources of information robust enough to inform the estimate.
As such, ranges and point estimates are given for courses of
actions depending on the methods and information used. Some
cost estimates are much more precise than others, and for
Construction Costs
How many miles of roads are there? Are the roads in tough terrain?
4,600 miles of roadways are operated Approximately 25 percent of roadways
by Department of Transportation and are in mountainous regions
Public Works (DTOP) ›› We arrived at this number using GIS
›› We used Geographic Information data overlaying all DTOP roadways on
System (GIS) data to assess that the a topographical map of Puerto Rico to
roadway network reached every estimate how many miles of roadway
municipality are in mountainous terrain.
Is conduit needed along every roadway? What is the cost per mile?
50 percent—about 2,300 miles of Based on the unit costs above and
roads—will need cable accounting for the higher cost of
›› We arrived at this number because construction in mountaineous terrain,
more than one road reaches most we estimate an average cost of
municipal centers, so laying cable $580,000 per mile.
along all of them is duplicative. In comparison, the costs of laying
broadband along rural U.S. interstates
(in generally flat terrain) ranged from
$150,000 to $210,000 per mile.
T O TA L E S T I M AT E D C O S T
$1.3 billion
| 383 | PRELIMINARY DRAFT—JULY 9, 2018
TRANSFORMATION AND INNOVATION IN THE WAKE OF DEVASTATION: AN ECONOMIC AND DISASTER RECOVERY PLAN FOR PUERTO RICO
Total, upfront, and annual costs of this plan by sector and the type of investment
Total costs
(in millions)
$124,600
$6
$39
$140
$6,200 STRATEGIC
$120 INITIATIVE
$160 $6,400
$560 Upfront costs
$3,000
(in millions)
$3,100
$101,300
$3,100
$7,500 $72
$6,100
$68
$8,400 STRATEGIC
$27
$65
INITIATIVE
$2,700 $6,200
$1,800
$2,100
$11,000
$16
$6,300 Annual costs*
(in millions)
$23,300
CAPITAL $9,700
$6
INVESTMENT $39
$23,000
$118,200 $66
$130
$55
$130 STRATEGIC
$490
$230 INITIATIVE
$23,000 $1,300 $200
$1,000
CAPITAL
INVESTMENT
$25,000 $95,100
$7,500
$19,000 CAPITAL
INVESTMENT
$2,100
$23,100
$1,300
$8
$33,000
$6,400
$30,000
$2,500
*
Annual costs reflect a total of annual
costs across 11 years from 2018-2028.
The three bars are not in proportion to each other for legibility. Sector costs have been
rounded so may not add up to the totals shown.
Transportation Public Buildings Communications/IT Water Health and Social Services Education Cross-sector
Estimated potential costs for the energy sector were derived from a cross-walk of courses of action against those in Build Back Better Puerto Rico
and the Puerto Rico Energy Working Group (PREWG) Build Back Better: Reimagining and Strengthening the Power Grid of Puerto Rico plans. In both
of these reports, the total cost to “build back better” was just under $18 billion. Our courses of action included some additional activities (e.g., studies
and analysis to support decisions as provided by cost team) and total to $22 billion.
ACKNOWLEDGMENTS
Transformation and Innovation in the Wake of Devastation incorporates the
views of many federal and state agencies, experts, and other stakeholders.
This section—which acknowledges some of the key contributors to this
plan—is in progress and will be populated after the comment period.
ABBREVIATIONS
ABBREVIATION EXPLANATION
ACF Administration for Children and Families
ACS American Community Survey
APHL Association of Public Health Laboratories
ASES Administración de Seguros de Salud de Puerto Rico [English: Puerto Rico
Health Insurance Administration
ABBREVIATION EXPLANATION
DOL U.S. Department of Labor
DPS Puerto Rico Department of Public Safety
DRD Department of Sports and Recreation
DRF Disaster Relief Fund
DTOP Puerto Rico Department of Transportation and Public Works
EDA Economic Development Administration
EDB Economic Development Board
ELC Epidemiology and Laboratory Capacity
EOC emergency operations center
EPA U.S. Environmental Protection Agency
EWDJT Environmental Workforce Development and Job Training
EQB Environmental Quality Board
FCC Federal Communications Commission
FDA U.S. Food and Drug Administration
FEMA Federal Emergency Management Agency
FERC Federal Energy Regulatory Commission
FHA Federal Housing Administration
FirstNet First Responder Network Authority
FOMB Financial Oversight Management Board
FWS U.S. Fish and Wildlife Services
FY fiscal year
GIS geographic information system
GNP gross national product
GPR Government of Puerto Rico
HM hazard mitigation
HMGP Hazard Mitigation Grant Program
HRSA Health Resources and Services Administration
HSOAC Homeland Security Operational Analysis Center
HUD U.S. Department of Housing and Urban Development
IA Individual Assistance [FEMA program]
ICP Instituto de Cultura Puertorriqueña [Institute of Puerto Rican Culture]
IoT Internet of Things
IT information technology
KPI key performance indictors
LMR land mobile radio
LNG liquiified natural gas
NAP Nutrition Assistance Program
NAPHSIS National Association for Public Health Statistics and Information Systems
NCHS National Center for Health Statistics
NDRF National Disaster Recovery Framework
ABBREVIATION EXPLANATION
NFIP National Flood Insurance Program
NGO nongovernmental organization
NOAA National Oceanic and Atmospheric Administration
NRCS Natural Resources Conservation Service
NSF National Science Foundation
NTIA National Telecommunications and Information Administration
O&M operations and maintenance
OASH Office of the Assistant Secretary for Health
ODSEC Oficina para el Desarrollo Socioeconómico y Comunitario [English: Office for
Socioeconomic and Community Development]
OGPe Oficina de Gerencia de Permisos [English: Office of Permit Management]
OIGPe Oficina del Inspector General de Permisos [English: Office of Inspector General
of Permits]
OPPEA Oficina del Procurador de las Personas de Edad Avanzada [English: Office of
the Ombudsman for the Elderly]
OT operational technology
P3 public-private partnerships
PA Public Assistance [FEMA program]
PAHO Pan American Health Organization
PBA Public Buildings Authority
PDADs populations disproportionally affected by disasters
PDM Pre-Disaster Mitigation Grant Program
PHEP Public Health Emergency Preparedness
PRASA Puerto Rico Aqueduct and Sewer Authority
PRBP Puerto Rico Planning Board
PRDE Puerto Rico Department of Education
PRDF Puerto Rico Department of the Family
PRDEDC Puerto Rico Department of Economic Development and Commerce
PRDNER Puerto Rico Department of Natural and Environmental Resources
PRDH Puerto Rico Department of Housing
PRDOH Puerto Rico Department of Health
PRDOJ Puerto Rico Department of Justice
PREC Puerto Rico Energy Commission
PREMA Puerto Rico Emergency Management Agency
PREPA Puerto Rico Electric Power Authority
PREQB Puerto Rico Environmental Quality Board
PRHTA Puerto Rico Highway and Transportation Authority
PRIDCO Puerto Rico Industrial Development Company
PRIFA Puerto Rico Infrastructure Financing Authority
PRiMEX Puerto Rico Manufacturing Extension
ABBREVIATION EXPLANATION
PRITS Puerto Rico Innovation and Technology Service
PROMESA Puerto Rico Oversight, Management, and Economic Stability Act
PRPA Puerto Rico Ports Authority
PRPB Puerto Rico Planning Board
PRPBA Puerto Rico Public Buildings Authority
PRSTRT Puerto Rico Science, Technology, and Research Trust
PRTC Puerto Rico Tourism Company
PRTRB Puerto Rico Telecommunications Regulatory Board
PRVCU Puerto Rico Vector Control Unit
PSAP public safety answering point
QA/QC quality assurance / quality control
RIN Resiliency Innovation Network
RSF Recovery Support Function
S&T Science & Technology Directorate
SAMHSA Substance Abuse and Mental Health Services Administration
SBA Small Business Administration
SHPO State Historic Preservation Office
SOEP State Office of Energy Policy
Stafford Act Robert T. Stafford Disaster Relief and Emergency Assistance Act
STEM science, technology, engineering, and mathematics
USACE U.S. Army Corps of Engineers
USCG U.S. Coast Guard
USDA U.S. Department of Agriculture
USFS U.S. Forest Service
USG U.S. government
USGS U.S. Geological Survey
VA U.S. Department of Veterans Affairs
WIC Special Supplemental Nutrition Program for Women, Infants, and Children
WWTP wastewater treatment plant