DRAFT - Transformation and Innovation in The Wake of Devastation

PRELIMINARY DRAFT FOR PUBLIC COMMENT, JULY 8, 2018
Transformation An Economic
and Innovation and Disaster
in the Wake Recovery Plan
of Devastation for Puerto Rico
PRELIMINARY DRAFT – JULY 2, 2018

TRANSFORMATION AND INNOVATION IN THE WAKE OF DEVASTATION: AN ECONOMIC AND DISASTER RECOVERY PLAN FOR PUERTO RICO
LEFT | MARIA
TREE SEEDLINGS
CULTIVATED
FOR PLANTING
ACROSS THE
ISLAND, MARCH
2018
BELOW | CRUISE ABOVE |

SHIPS RETURNED, STUDENTS’ FIRST
BRINGING DAY OF SCHOOL
THOUSANDS FOLLOWING
OF TOURISTS HURRICANE
A WEEK, MARIA, OCTOBER
DECEMBER 2017 2017
RIGHT | OVER
15,000 POLES
DELIVERED
TO RESTORE
ELECTRICY TO
THE ISLAND,
JANUARLY 2018
PRELIMINARY DRAFT—JULY 8, 2018 PRELIMINARY DRAFT—JULY 8, 2018

TRANSFORMATION AND INNOVATION IN THE WAKE OF DEVASTATION: AN ECONOMIC AND DISASTER RECOVERY PLAN FOR PUERTO RICO TRANSFORMATION AND INNOVATION IN THE WAKE OF DEVASTATION: AN ECONOMIC AND DISASTER RECOVERY PLAN FOR PUERTO RICO
CONTENTS
Foreword From the Governor ............................................................................ii
Executive Summary..................................................................................................iv
1 Introduction ........................................................................................................1
2 Puerto Rico: An Island Undergoing Transformation .....................14
3 Puerto Rico’s Challenge ................................................................................22
4 Puerto Rico’s Opportunity...........................................................................44
5 Start with a Strong Foundation ...............................................................52
6 Build Resilient Communities, Modernize Infrastructure

and Restore the Natural Environment .................................................62
7 Focus on the Future ......................................................................................114
8 Estimated Costs and Funding for Puerto Rico’s Recovery .......128
9 A Commitment to Transparency .............................................................142
10 Plan in Action......................................................................................................150
11 Conclusion ...........................................................................................................158
12 Detailed Actions................................................................................................160
13 Detailed Look at How the Plan Was Developed..............................371
14 Acknowledgments .........................................................................................385
15 Abbreviations .....................................................................................................387
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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
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EXECUTIVE
SUMMARY
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
Image via HSOAC experienced a much longer period of post-disaster failure, and
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the Island now faces a lengthier recovery than other regions opportunities for job growth; and promote personal advancement
of the United States that have faced the aftermath of similar that produces benefits for Puerto Rico’s residents for generations to
disasters. Critically Puerto Rico has been grappling with an come.
economic crisis spanning more than a decade; structural
4. Strengthen Puerto Rico’s critical infrastructure by rethinking its
demographic, health, social, and infrastructure stresses; and a
design and reconstruction to be more modern, sustainable, and
history of limited government transparency—these preexisting
resilient than before the hurricanes, and to effectively support
conditions exacerbated the impact of the hurricanes. Puerto
people, industry, and the economy.
Rico’s population is aging, and an increasing number of young
people and working-age adults have been migrating away from The Government of Puerto Rico—in particular the Central Recovery
the Island. Poverty rates are higher than in any U.S. state. and Reconstruction Office (CRRO), established by executive order
Import prices in Puerto Rico, as well as the prices of the goods in 2017 and now also known as the Central Office of Recovery,
and services produced from these imports, are high. A lack Reconstruction, and Resilience (COR3)—was supported by Federal
Kenneth Wilsey/FEMA
of clarity about ownership of and responsibility for various Emergency Management Agency (FEMA) and the Homeland Security
infrastructure assets and public buildings complicates repair and Operational Analysis Center (HSOAC—a federally funded research and
prevents adequate maintenance. Puerto Rico is also somewhat development center [FFRDC] operated by the RAND Corporation under
unique in its relationship with the U.S. federal government: contract with the Department of Homeland Security) to develop this
The Government recovery plan in response to the “Further Additional Supplemental
Although Puerto Ricans are U.S. citizens, they cannot vote
of Puerto Rico in U.S. presidential elections, have only a nonvoting Resident Appropriations for Disaster Relief Requirements Act, 2018” (Public
Law No. 115-123). The effort involved extensive outreach to and
views the Commissioner in the U.S. House of Representatives, and have no
representation in the U.S. Senate. collaboration with a broad group of federal agencies, state-level and
recovery effort municipal government agencies within Puerto Rico, private-sector
The Government of Puerto Rico views the recovery effort as an
as an opportunity and nonprofit entities, and those most affected by the hurricanes—the
opportunity to transform the Island by implementing solutions
people of Puerto Rico.
to transform that are cost effective and forward looking, harness innovative
thinking and best practices, and revitalize economic growth. The The plan was developed over the course of three dynamic and—given
the Island by Governor of Puerto Rico is sharing this economic and disaster the urgency—overlapping phases:
implementing recovery plan consistent with his vision: 1. Identifying damage, needs, and priorities for recovery
solutions that To build the new Puerto Rico to meet the current and future 2. Identifying potential courses of actions (and their related costs)
needs of the people through sustainable economic development
are cost effective 3. Aligning the plan objectives and courses of action and identifying
and social transformation; transparent and innovative
and forward approaches to governance; resilient modern, and state-of- funding sources.
looking, harness the-art infrastructure; and a safe, educated, healthy, and Since the 2017 hurricanes, Puerto Rico has been working to restore
sustainable society. services, reopen schools and other public buildings, and help residents
innovative return to normal life, but much work remains to be done. These are the
To achieve this ambitious vision, this recovery plan is focused on
thinking and four primary goals: most-immediate key priorities for Puerto Rico in the short term (1 to 2
years):
best practices, 1. Ground the new Puerto Rico in the needs of its people by
1. Reestablish lifeline systems to provide reliable energy,
and revitalize promoting a society that is educated, healthy, and sustainable.
transportation, communications, and water. These are important
economic growth. 2. Enhance Puerto Rico’s ability to withstand and recover from to the economy, but also necessary to ensure the functioning
future disasters through individual, business, and community of government, hospitals, and other critical infrastructure and
preparedness; redundant systems; continuity of operations; services.
and improved codes and standards.
2. Improve emergency preparedness infrastructure and develop
3. Ensure rebuilding and restoration efforts promote sustainable the government workforce so that all residents and businesses are
economic growth and social transformation, and contribute better protected in advance of a future disaster.
to a more vibrant and competitive economy that can provide
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3. Clarify ownership and responsibility for various modernize agriculture; transform digital capabilities; develop a world-class
infrastructure, assets, and services so that repairs can be workforce; and increase opportunities for entrepreneurship and public-private
completed efficiently and rebuilding reduces risk. partnerships.
In the longer-term (3 to 10 years), the key priorities for Puerto Roughly 270 specific recovery actions have been linked with these capital
Rico’s recovery are to investments and strategic initiatives; estimated costs, possible funding
1. Stem outmigration from the Island and encourage sources, and potential implementers are detailed for each action.
economic growth by lowering the costs of doing business, The figure below illustrates the key elements of Transformation and Innovation
incentivizing formal labor force participation, broadening the in the Wake of Devastation: An Economic and Disaster Recovery Plan for Puerto
tax base, and increasing fiscal discipline. Rico. More details on the goals, objectives, and specific actions aligned with
2. Revitalize urban centers to focus economic recovery efforts. each objective are available in the plan.
3. Scale social services, health, education, and Funding Puerto Rico’s economic and disaster recovery will require
infrastructure systems to meet the health, social, and substantial resources—total costs are estimated at approximately $125
economic needs of the current and future population. billion for the capital investments and strategic initiatives described in this
plan. The recovery will need to be supported by multiple federal agencies
4. Rebuild infrastructure to meet modern codes and
standards, and enforce the laws and regulations governing
construction, water supply connections, and electricity VISION
metering. To build a new Puerto Rico to meet the current and future needs of the people
5. Establish modern methods for providing both the public

and private sectors timely, accurate, and comprehensive GOALS
information to make effective decisions about recovery and Enhance resilience
day-to-day operations. Strengthen critical infrastructure
Promote sustainable economic growth
To meet these priorities, the Government of Puerto Rico is
Foster a society grounded in the needs of the people
focusing on nine areas of physical, natural, and human capital
investments of approximately $118 billion (80 percent for upfront
costs and 20 percent for operations and maintenance costs over OBJECTIVES
an 11-year period from 2018–2028). This total amount, of which 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
some has already been provided by federal disaster relief, private investments today that invest in infrastructure, reflect the economy of tomorrow in
people, and the environment Puerto Rico
insurance, private sector, and philanthropic sources, is required Build government capacity to
handle day-to-day business and Lifeline capital investments
to restore and strengthen recovery efforts Transform the energy system
Ocean economy
Make high-quality data available Modernize the
Visitor economy
• the four lifeline systems (energy, communications, water, to support better decisionmaking telecommunications system Emergency services
and transportation) Enhance local capacity to secure
and manage recovery funds
Rethink water systems
modernization and integration
Rebuild and strengthen maritime, Agricultural modernization

• housing and public buildings Maximize the impact of available
federal funding
surface, and air transportation and processing
Support planning at the local level Other investments Digital transformation

• health and education Increase the ease of doing Repair and rebuild resilient 21st century workforce
business residential housing
• the natural environment. Reduce barriers to formal work Transform the education system
Entrepreneurship
Rebuild and enhance health and Advanced manufacturing

and incentivize workforce training
Building upon these capital investments, the Government social service infrastructure
of Puerto Rico has identified eight strategic initiatives that Repair, rebuild, and right-size the
public buildings inventory
capitalize on Puerto Rico’s unique assets and strengths. These Restore, plan for, and develop the
natural environment
will take advantage of the fundamental capital investments
described above, and thus approximately $6.4 billion in estimated
marginal costs is required for initiatives to build the ocean and
visitor economies; modernize and integrate emergency services; ACTIONS
Roughly 270 specific ways to act on all of the above
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2017
and nonfederal programs, including the Disaster Relief Fund;
Congressional Supplemental Appropriations; steady-state federal FEBRUA RY 9
programs; and nongovernment sources such as private insurance Further Additional Supplemental Appropriations for
Disaster Relief Requirements Act (PL 115-123) signed
claims, philanthropic private and corporate foundations, and into law requiring economic and disaster recovery
plan be submitted within 180 days. Additional
venture capital. Significant philanthropic and voluntary support funding, including $28B in CDBG-DR funding,
appropriated.
is already actively assisting Puerto Rico.
SEPTEMBER 6-7 MARCH 7
Center of Hurricane FEMA reports that $1.1B in
To ensure fiscal transparency in investments and promote global Irma passes 50 SEPTEMBER 8 grants for individuals and
families have been approved.
best practices in accountability and coordination of recovery nautical miles north of Continuing
San Juan, PR. Appropriations Act,
efforts, COR3 plans to use third-party assistance to manage 2018 and Supplemental
recovery funds and optimize the long-term reconstruction SEPTEMBER 10

Appropriations
for Disaster Relief 2018
President issues Requirements Act, 2017
process. Web-based portals offer another opportunity to a Major Disaster (PL 115-56) signed into
Declaration for PR
Flickr Commons share information about recovery funds with the public. The (FEMA-4336-DR).
law. Law includes $1.5B
in CDBG-DR funding MARCH 19
Government of Puerto Rico will employ a dashboard of recovery appropriations for PR. 180-day damage status report
presented by Government of
indicators—organized around key themes such as economic Puerto Rico in the New Fiscal
Plan for Puerto Rico:
growth and quality of life—for tracking progress, identifying SEPTEMBER 18 99% of electricity generation
Transformation areas of strength and weakness, supporting economic growth, President approves
PR emergency
restored
99% of telecommunications
and building community resilience to future shocks. declaration.
and Innovation SEPTEMBER 20
Hurricane Maria
MARCH 20
Government
restored
99% of PRASA customers
In recent years, Puerto Rico has been creating and putting to
in the Wake of makes landfall on PR.
President signs Major SEPTEMBER 21
of Puerto Rico
establishes
have water
work plans to transform itself. Transformation and Innovation Disaster Declaration FOMB approves
priorities for 100% of hospitals operating.
Devastation builds in the Wake of Devastation builds on this work in fundamental
(DR-4339) under
Stafford Act.
reallocation of up
to $1B of Territory
the selection
of mitigation
Budget funding
on this work in ways, proposing a path to a more equitable and prosperous for emergency
projects to
receive $3B in APRIL 10
response.
society for all Puerto Ricans. The voices of citizens and mayors, HMGP funding. HUD announces allocation of
fundamental agency heads, representatives from supporting federal agencies,
$18.4B in CDBG-DR funds for
Puerto Rico, including: $10.1B
for recovery and $8.3B for
ways, proposing subject-matter experts, and other stakeholders have been brought
SEPTEMBER 28 APRIL 19 mitigation.
together to build this plan. Together with research and thoughtful FOMB releases
a path to a more analysis, Puerto Rico has developed a comprehensive plan that
SEPTEMBER 23
FEMA’s critical
President waives
Jones Act for 10 and certifies the
New Fiscal Plan
MAY 3
days. FEMA extends
equitable and
response teams for Puerto Rico:
goes far beyond simply building back what was destroyed by arrive in PR. Restoring Growth and
Transitional
Sheltering Assistance
Prosperity.
the hurricanes, and instead looks to a future that is resilient to
prosperous OCTOBER 23
Executive Order 2017- JUNE 6
program to June 30.
shocks, be they economic or natural. 065 authorized the creation U.S. Small Business
society for all of the Central Recovery and
Reconstruction Office as a
Administration has
approved 45,086
JUNE 14
Action Plan
Puerto Ricans. division of the P3 Authority,
to centralize control and
loans, totaling nearly
$1.60B.
for $1.5B
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
Total costs Additional Supplemental Better Puerto Rico:
Appropriations for Disaster Request for Federal
(in millions)
Relief Requirements Act (PL Assistance for
$124,600 115-72) signed. Disaster Recovery.
CAPITAL INVESTMENT STRATEGIC
$118,200 INITIATIVES DECEMBER 6
$6,400 The Puerto Rico P3 Authority
Board formalizes the creation
of the Central Recovery and
Upfront costs Reconstruction Office (original
(in millions) CRRO; now COR3).
$101,300
$95,100 INITIATIVES
$6,200 CDBG-DR | Community Development Block Grant Disaster Recovery
Stafford Act | Robert T. Stafford Disaster Relief and Emergency Assistance Act
Annual costs FOMB | The Financial Oversight and Management Board for PR
(in millions) P3 | Public-Private Partnerships
$23,300 HUD | U.S. Department of Housing and Urban Development
Annual costs reflect a total of annual costs across
$23,100 INITIATIVES 11 years from 2018–2028.
$200
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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)
Image via HSOAC
as well as enhanced human capital.
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A resilient and sustainable Puerto Rico could contribute Goals of the Plan
important lessons learned about the process needed for this type
To achieve this ambitious vision, the plan focuses on rebuilding,
of transformation to occur and how to reduce future costs of
strengthening, and improving four core areas: infrastructure, the
disaster relief.
economy, resilience, and society. The last of these—a healthy and
vibrant society—will be built on the foundation set by the others.
VISION A Transformational Vision for Puerto Rico Together, these goals address the most pressing recovery needs
while also ensuring that Puerto Rico uses this unique recovery as a
To build the new Puerto Puerto Rico is facing a turning point, an opportunity to translate
springboard to future prosperity and well-being. To create enduring
Rico to meet the current the difficulty of recovery into a better future with a plan that
economic growth and an educated, healthy, and sustainable society,
and future needs of the
people through enduring • targets both economic and social progress Puerto Rico must and will strengthen infrastructure, improve
economic development policy and regulations, and build up the resilience of all systems
• tackles current needs yet looks to the future
and social transformation; (e.g., health, education, energy, transportation). Success will mean a
transparent and innova- • demonstrates transparency and innovation in governance Puerto Rico that is better positioned to address the future needs of
tive approaches to gover-
• will lead to resilient, state-of-the-art infrastructure all of its people, as well as future challenges that will most certainly
nance; resilient, modern,
arise. It will also mean opportunities for job growth and personal
and state-of-the-art • promotes a safe, educated, healthy, and sustainable society.
infrastructure; and a safe, advancement that will benefit generations of Puerto Ricans to come,
educated, healthy, and It will be important to clearly identify priorities that can encouraging people to stay—or return to—a stronger, safer, and more
sustainable society. contribute to this ambitious vision and to ongoing disaster prosperous and resilient Puerto Rico.
and economic recovery efforts. Having priorities gives focus to
pursuing limited disaster relief funds and to addressing the most
significant challenges to recovery. Society Economy
“
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 Ground the new Puerto Rico in the Ensure rebuilding and restoration
“[The hurricanes Puerto Rico a stronger, better, 21st-century society. needs of its people by promoting a efforts promote sustainable eco-
society that is nomic growth and social transfor-
have] changed my To this end, Puerto Rico’s recovery plan sets out a path to help 1. educated
mation, and contribute to
community because guide recovery investments toward this broader transformational 2. healthy
1. a more vibrant and competitive
economy that can provide oppor-
it brought unity vision by 3. sustainable. tunities for job growth
2. personal advancement that pro-
within the people ... • defining what recovery means for Puerto Rico duces benefits for Puerto Rico’s
residents for generations to
Everything in life has • establishing principles for how the Government of Puerto come.
a purpose. And this Rico, nongovernmental, private, and nonprofit agencies VISION
purpose was to unite should work together towards recovery
Resilience Infrastructure
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 Enhance Puerto Rico’s ability to Strengthen Puerto Rico’s critical in-
withstand and recover from future frastructure by rethinking its design
(author translation) and reconstruction to
• committing to measuring and reporting on the progress of disasters through
1. individual, business, and 1. be more modern, sustainable, and
the recovery. community preparedness resilient than before the hurricanes
2. redundant systems 2. effectively support people, indus-
3. continuity of operations try, and the economy.
4. improved codes and standards.

F O R G I NAND
TRANSFORMATION G TINNOVATION
H E F U T U R IN
E : THE
A N WAKE
E CO NOF
OM I C A N D D I SAN
DEVASTATION: A S ECONOMIC
T E R R E COAND
V E RDISASTER
Y P L A N RECOVERY
F O R P U EPLAN
R T O FOR
R I CO
PUERTO RICO TRANSFORMATION AND INNOVATION IN THE WAKE OF DEVASTATION: AN ECONOMIC AND DISASTER RECOVERY PLAN FOR PUERTO RICO
FEDERAL LEGISLATION SUPPORTING THE DEVELOPMENT OF THIS PLAN Guiding Principles

In the aftermath of Hurricanes Irma and Maria, the President signed Major Disaster Declarations on Innovation, transparency, accessibility, transformation, and
September 10, 2017 (FEMA-4336-DR) and on September 20, 2017 (DR-4339), respectively, under the
sustainability are the principles that will shape the Government
Robert T. Stafford Disaster Relief and Emergency Assistance Act (Stafford Act). These declarations
mobilized Federal Emergency Management Agency (FEMA) efforts to restore services to Puerto of Puerto Rico’s investment decisions and inform the planning
Rico, in close coordination with the Government of Puerto Rico and the Island’s municipalities; other and implementation of the goals outlined in this plan. Good
federal agencies having responsibility under the National Disaster Recovery Framework (NDRF); pri- governance will be necessary to ensure these principles are
vate-sector entities; and voluntary, faith-based, and community organizations. actively integrated into decisionmaking structures.
Given the devastation caused by the hurricanes, response operations have required an enormous Transformation: The Government of Puerto Rico’s vision for
lift from all stakeholders. In this unprecedented situation, the implementation of the NDRF has been economic and disaster recovery is transformative—in that its
further challenged by the prolonged and complex recession and debt crisis facing Puerto Rico.
goal is to build back hurricane-damaged systems in a way that
In response to both near- and long-term needs, Congress passed the “Bipartisan Budget Act of 2018” is driven by and for the greater, longer-terms needs of the people
on February 9, 2018 (H.R. 1892). This legislation requires the Governor of Puerto Rico, in coordination of Puerto Rico. By necessity, the recovery effort must be flexible
with FEMA and the Recovery Support Functions, to produce within 180 days an economic and di-
and responsive enough to endure over time. But the Government
saster 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 ser-
of Puerto Rico has also developed this plan with an eye toward
vices; natural and cultural resources; governance and civic institutions; electric power systems and ensuring that, to the greatest extent possible, investments in
grid restoration; environmental issues; and other infrastructure systems. In addition, the legislation recovery from hurricanes Irma and Maria also align to tackle the
calls for the plan to be based on an assessment of the damage. longer-term challenges facing the Island. This means applying
Congress also required that Puerto Rico’s recovery plan be developed in coordination with and cer- a mindset, processes, and human resources that allow for a
tified by the Financial Oversight and Management Board (FOMB) established under the Puerto Rico thorough and ongoing calibration of recovery investments, in
Oversight, Management, and Economic Stability Act (PROMESA); federal agencies; and key partners weighing the short- and long-term benefits of particular choices
from private and nongovernmental entities. and their interdependencies, as well as how each addresses the
Although Congress called for a recovery plan focused on the 12-month and 24-month horizons, long-standing economic, infrastructure, and societal challenges
many of the challenges facing Puerto Rico are complicated, and efforts to build back better with that Puerto Rico faced even before the diaster brought about by
built-in resilience require a long-term approach. Therefore, this plan includes actions that must be the hurricanes.
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 Sustainability: Recovery investments must be evaluated to
there are a number of actions needed to build a strong foundation of support for the priorities in this ensure that returns—both capital and strategic—can be sustained
plan and so should be prioritized in the short-term. These include improving emergency prepared- over the longer term. Puerto Rico may experience a growth in
ness, increasing the ease of doing business in Puerto Rico, strengthening government capacity in economic activity spurred by recovery investments to repair
day-to-day service provision as well as during disasters, making available high-quality data to guide or rebuild damaged infrastructure. The Government of Puerto
decisionmaking and support transparent governance, and promoting formal work and workforce
Rico will develop and deploy recovery investments in a way that
training.
ensures that capital improvements can be sustained in the long
Federal Agencies Coordinating Disaster Recovery Under the National Disaster Recovery Framework term, and also that related economic and societal improvements
Under the Recovery Framework, Recovery Support Functions (RSFs) bring together the knowledge, are not fleeting. This means, as just one example, not building
skills, and resources of federal departments, agencies, and other organizations to focus on the re- infrastructure without a way to maintain it, including sustaining
covery. The RSFs are organized into the following six functional components, each coordinated by a the human and economic benefits brought about by immediate
federal agency (shown in parentheses):
capital investments.
• Community Planning and Capacity Building (DHS/FEMA)
• Economic Recovery (U.S. Department of Commerce) Innovation: There should be a place for innovation in recovery
• Health and Social Services (U.S. Department of Health and Human Services)
efforts-whether it is in how investments are identified, crafted,
• Housing (U.S. Department of Housing and Urban Development)
or implemented. Innovation means turning ideas into solutions
that improve Puerto Rico’s capabilities by leveraging emerging
• Infrastructure Systems (U.S. Army Corps of Engineers)
technologies and methods and integrating those with expert
• Natural and Cultural Resources (U.S. Department of the Interior)
advice. Innovative solutions are problem-oriented, usable,
jiawangkun via Adobe Stock
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forward-looking, and adaptive. They emphasize doing things A Roadmap to Long-term

more equitably, efficiently, less expensively, or in a way that is Recovery
more environmentally sustainable. Being innovative means not
shying away from novel or unprecedented approaches to solving The scale of effort needed for successful
problems. At a minimum, an innovative solution cannot simply recovery in Puerto Rico requires an
repeat what has been done in the past, especially if that path has unprecedented mobilization of diverse
proved to be unsuccessful. resources. Determining the necessary sequence
of actions in such a complicated undertaking
Transparency: Transparency means effectively managing hinges on the immediacy of needs at the Island
recovery investments and tracking their impacts on economic level.
and social outcomes. In keeping with the International Monetary
Fund’s Fiscal Transparency Code, the Government of Puerto Rico The most immediate needs are to ensure
will prioritize recovery activities that support fiscal transparency that people are safe and have access to the
through the pillars of fiscal transparency: fiscal reporting, services and resources they need to start
forecasting and budgeting, risk analysis and management, and rebuilding a relatively normal life. With the
resource revenue management. Transparency also includes clear 2018 hurricane season under way as this plan
and open decision-making processes, and the Government of is being finalized, there is also a critical and
Puerto Rico will take steps to ensure that timely and accessible immediate need to prepare infrastructure
information on recovery efforts is available to the public and people to weather another emergency. In
throughout the recovery. addition, coordinating multiple efforts across
diverse sectors and a complex topography
Accessibility: Recovery investments need to be considered requires efficient and clear communication and
Eduardo Martinez/FEMA
within the context of how the most vulnerable people gain sharing of information. Government agencies,
access to services and goods to ensure that they are available businesses, and individuals need to know
to all residents when needed. This will include investments
With the 2018 hurricane
who owns or is responsible for rebuilding
targeted at equal access to services and goods and diminishing infrastructure, assets, and services. Therefore, season under way as this
barriers to access created by financial, social, health, cultural,
and functional limitations. It also will include investments that
in the short-term (1–2 years), this recovery plan plan is being finalized,
is focused on
increase the affordability, availability, or appropriateness of there is also a critical and
1. Reestablishing lifeline systems to
existing services or goods.
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
FEMA

by making Puerto Rico an attractive place to live—a society The figure below illustrates the key elements
TRACKING COURSES OF ACTION
with resilient lifeline systems and a modern standard of of the plan and reflects how this plan is
living, communities that are connected and healthy, and good organized. Guiding the plan is Governor Each course of action presented in this plan
educational and job opportunities. And beyond the population, Ricardo Rosselló’s vision and goals described has an identifier based on a) the sector in
which it was developed, and b) an arbitrary
business and enterprise will be attracted to a Puerto Rico above. A series of high-level objectives— the
number used for tracking (e.g., TXN 3). All
that has lower costs of doing business, a trained workforce, precursors, followed by the lifeline and
courses of action included in the Detailed
and accountable governance. With more timely, accurate, and other capital investments, then the strategic Actions chapter include their respective
comprehensive information to inform their decisionmaking, both initiatives—provide anchor points for critical tracking identifiers for easy reference.
the public and private sectors will be better positioned to support recovery priorities. The plan concludes with a
The migration growth. In the longer-term, the priorities for Puerto Rico’s “Detailed Actions” section describing various
of people from recovery are to actions that align with each of the objectives.
Many of these actions contribute to more than
the Island can 1. Stem the migration away from the Island and encourage
one objective and thus have multiple benefits
economic growth by lowering the costs of doing business,
be stemmed incentivizing formal labor force participation, broadening the
for achieving the objectives, goals, and vision of
this plan.
by making tax base, and increasing fiscal discipline
Puerto Rico an 2. Revitalize urban centers to focus economic recovery efforts VISION
attractive place 3. Scale social services, health, education, and infrastructure To build a new Puerto Rico to meet the current and future needs of the people
systems to meet the health, social, and economic needs of the

to live—a society current and future population GOALS
with resilient 4. Rebuild infrastructure to meet modern codes and standards, Enhance resilience
lifeline systems and enforce the laws and regulations governing construction,
Strengthen critical infrastructure
Promote sustainable economic growth
water supply connections, and electricity metering
and a modern Foster a society grounded in the needs of the people
5. Establish modern methods for providing both the public
standard of living, and private sectors timely, accurate, and comprehensive
OBJECTIVES
communities that information to make effective decisions about recovery and
PRECURSORS CAPITAL INVESTMENTS STRATEGIC INITIATIVES
are connected day-to-day operations. 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
A wide selection of potential courses of action designed to people, and the environment Puerto Rico
and healthy, and Build government capacity to
handle day-to-day business and
address these short- and long-term priorities are described within recovery efforts
Lifeline capital investments
Ocean economy
good educational the rest of this recovery plan. These actions span multiple sectors Make high-quality data available
Transform the energy system
Modernize the Visitor economy
to support better decisionmaking Emergency services
and job and are interconnected. However, they are presented in the plan Enhance local capacity to secure
telecommunications system
Rethink water systems
modernization and integration
in an order that reflects (1) actions that must come first because and manage recovery funds
opportunities.
Rebuild and strengthen maritime, Agricultural modernization
Maximize the impact of available
they provide critical support to ensure the success of all other federal funding
surface, and air transportation and processing
Other investments
actions—these are the precursor actions (“Start with a Strong Support planning at the local level
Repair and rebuild resilient
Digital transformation
Increase the ease of doing 21st century workforce
Foundation” section), (2) capital investments in lifeline and business residential housing
Transform the education system Entrepreneurship
other systems that support social and economic growth (“Build Reduce barriers to formal work
and incentivize workforce training Rebuild and enhance health and Advanced manufacturing
Resilient Communities, Modernize Infrastructure, and Restore social service infrastructure

Repair, rebuild, and right-size the
the Natural Environment” section), and (3) strategic initiatives public buildings inventory
that build on the first two and capitalize on unique assets or fill Restore, plan for, and develop the
natural environment
critical gaps for Puerto Rico (“Focus on the Future” section).
ACTIONS
Roughly 270 specific ways to act on all of the above

Developing the Plan The second phase involved identifying and defining potential
courses of action—a collection of potential activities, policies,
The Government of Puerto Rico—in particular the Central
and other actions that could contribute to recovery—and
Recovery and Reconstruction Office (CRRO), also known as
estimating the associated costs. Dedicated teams of experts,
the Central Office of Recovery, Reconstruction, and Resilience
each focused on a specific sector such as energy or economic
(COR3)—was supported by FEMA and the Homeland Security
activity, conducted background research, engaged with sector
Operational Analysis Center (HSOAC—a federally funded
stakeholders and subject-matter experts in Puerto Rico and
research and development center [FFRDC] operated by the RAND
beyond. They also reviewed existing plans, proposals, and the
Corporation under contract with the Department of Homeland
literature to identify strategies, best practices, and possible
Security) in the development of this recovery plan. The effort
innovations to meet those needs. While cost-benefit and
involved extensive outreach to and collaboration with a broad
feasibility analyses for each course of action were not possible,
group of federal agencies, state-level and municipal government
when developing courses of action the teams considered their
agencies within Puerto Rico, private-sector and nonprofit
responsiveness to needs, level of innovation, and alignment with
entities, and those most affected by the hurricanes—the people of
the evidence base (e.g., based on best or promising practices). As
Puerto Rico.
a part of this process, some courses of action were eliminated
The plan was developed over the course of three dynamic and— from consideration or adjusted to try and roughly align the costs
given the urgency—overlapping phases: and benefits. For example, a course of action to create a microgrid
to improve the resilience of Tren Urbano was eliminated because
1. Identifying damage, needs, and priorities for recovery
of the prohibitive costs, and another proposing to turn some
2. Identifying potential courses of actions (and their related roads from paved to gravel was eliminated because the estimated
costs) costs of maintaining the gravel road over time exceeded the
3. Aligning the plan objectives and courses of action and potential savings from the modification.
identifying funding sources. For each proposed course of action, the relevant sector team also
The intensive assessment of the damage from the disaster established rough-order-of-magnitude cost estimates to support
and remaining needs across the Island conducted in phase one high-level planning and inform decisionmaking. These include
provides the baseline needed to define, compare, and prioritize both the initial upfront costs (e.g., construction investment) Yuisa Rios/FEMA
courses of action. The damage and needs assessment documents and future costs (e.g., operations and maintenance) over an
conditions before the hurricanes, the damage caused by Irma 11-year period (i.e., 2018–2028 to align with the fiscal plans).
and Maria (both direct physical damage and the effects on Even though ranges and point estimates are given for courses
Puerto Rico’s population and economy), conditions six-to-nine of actions depending on the methods and information used, the
months after the hurricanes, and remaining needs. The damage cost information presented in this plan should be regarded as
and needs assessment drew on myriad data sources, as well preliminary because more-specific cost estimates will require
as stakeholder interviews and roundtables, literature reviews, more specificity regarding implementation choice, as well as
and media reporting. At the same time, the Government of the completion of ongoing damage assessments. Based on future
Puerto Rico developed the vision and goals for the recovery plan, policy choices, different levels of implementation for some
which was then laid out for the team that FEMA convened to aid courses of action may also be established to constrain costs.
in the plan’s development. Working with the FEMA and HSOAC The third phase of the recovery plan development effort involved
teams in an iterative process involved a series of coordination aligning the courses of action with plan objectives and
meetings and interactive workshops, along with a review of identifying funding sources. The recovery plan team sorted
completed and forthcoming plans for Puerto Rico. Work during these actions into broadly defined objectives that aligned with
this phase also drew from and built upon the many plans, critical the overall plan vision: precursors needed to start the recovery
guidance, and other documents—relevant to the Island as a whole off with a strong foundation, nine objectives focused on capital
or directed toward specific sectors—that were produced before investments (such as water and telecommunications), and eight
and in parallel to the recovery plan.

Total costs
objectives on strategic initiatives (such as enhancing the visitor (in millions)
$124,600
economy). Then, two to six portfolios (sets of actions) were CAPITAL INVESTMENT STRATEGIC
developed for each objective based on themes that aligned with $118,200 INITIATIVES
$6,400
the objective (e.g., more resilience, lower cost). The Government
of Puerto Rico selected portfolio(s) for each objective. Courses Upfront costs
of action that were fundamental to the success of all capital (in millions)
$101,300
investments (known as precursors) were moved into their own CAPITAL INVESTMENT STRATEGIC
portfolio. The total set of approximately 270 actions from the $95,100 INITIATIVES
In identifying $6,200
selected portfolios provided the basis for total cost estimates for
funding sources the plan. Annual costs Annual costs reflect a total of annual costs across
(in millions) 11 years from 2018–2028.
for the courses Most of these actions (roughly 90 percent) are focused on the $23,300
of action, the capital investments needed for Puerto Rico to recover. To meet the $23,100 INITIATIVES
plan objectives will require approximately $125 billion over the $200
sector teams 2018-2028 time period, of which some has already been provided
considered both by federal disaster relief, private insurance, private sector, and
philanthropic sources. The figure on the next page provides the
U.S. government breakdown of costs (the initial upfront and annual operations
aid and and maintenance). A more detailed description of costs by sector
is included in the “Estimated Costs and Funding for Puerto
nongovernmental
Rico’s Recovery” section, and a list of the selected portfolios are
funding sources. presented at the end of this plan (“Detailed Actions” section).
In identifying funding sources for the courses of action,
the sector teams considered both U.S. government aid and
nongovernmental funding sources. Funds from the Disaster
Relief Fund, special appropriations for disaster relief and
recovery, and steady-state federal programs funded via normal
annual program budgets were estimated and refined with FEMA
and other outside experts. Nongovernmental funders (charitable
and corporate foundations, institutional investors, and venture
capitalists) were also examined as potential funders for recovery
actions. But eligibility requirements for many of the supplemental
funding elements are still unspecified, so the possible funding
sources are notional at this time. More detail is provided in the
section “Funding Puerto Rico’s Recovery” of this plan.

X
2
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
San Juan
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.
Location, Hazards and Geography

Situated approximately 1,100 miles east-southeast of Miami,
Florida, between the Atlantic Ocean to the north and the
Caribbean Sea to the south, Puerto Rico’s location puts it at
relatively high risk for hurricanes. The main island’s steep
slopes and narrow valleys mean that damage from storms—
especially flooding and landslides—is often severe. Furthermore,
Florida
the mountainous terrain and hot, moist, densely vegetated
environment make maintenance of critical infrastructure, such
Cuba as electrical transmission systems, a challenge. Puerto Rico’s
mountainous island location makes disaster logistics especially
Haiti challenging because people are not able to evacuate, or easily
relocate to areas where needed services are available, and the
delivery of aid requires functioning seaports and airports which

if damaged create a logistical bottleneck until they can be of Puerto Rico’s 3.4 million residents are aged 60 years or older.
repaired. The fraction of elderly residents is a higher proportion than
anywhere else in the Caribbean or Latin America except for the
U.S. Virgin Islands. By comparison, roughly 21 percent of the
Relationship with the U.S. Government
United States is aged 60 or older.
Given Puerto Rico’s status as a U.S. territory, Puerto Ricans are
U.S. citizens and may travel and migrate freely to the rest of the More than 98 percent of Puerto Ricans self-identify as a member
United States. As U.S. citizens who share a common currency of the Hispanic/Latino ethnicity. By race, roughly 69 percent
with the the continental United States, Puerto Ricans pay payroll identify as white, 9 percent as black or African-American,
taxes and are eligible for federal social service programs, and 7 percent as two or more races. These racial and ethnic
including Social Security and Medicare, though importantly, distributions vary by municipality, however, with the percentage
program benefits are allocated differently than in U.S. states. who self-identify as black or African American over 30 percent
Puerto Rico is eligible for the same federal disaster relief in several municipalities (Loiza, Las Piedras, Yabucoa, Maunabo,
available to states under the Stafford Act. and Patillas). Although both Spanish and English are official
languages in Puerto Rico, 2016 ACS data indicate that fewer than
Puerto Rico sends a nonvoting resident commissioner to the one quarter of residents speak English “very well,” while over 90
U.S. House of Representatives, but has no representation in the percent of Puerto Ricans report speaking Spanish at home.
Puerto Rico has U.S. Senate. Residents of Puerto Rico also cannot vote in U.S.
presidential elections, but may vote in presidential primaries for
become one both parties. Poverty and Vulnerability
of the oldest In 2016, the median per capita income in Puerto Rico was
$11,688. Forty-five percent of residents had an annual income
populations in the Population Demographics
below the federal poverty level, with high rates of poverty among
region In the span of approximately three decades, Puerto Rico’s those under 18 (57 percent) and those over 65 (approximately 40
population has transformed—from a primarily young, rapidly percent). Poverty rates in Puerto Rico are higher than in any U.S.
growing, and urbanizing demographic to an older population in state, and twice as high as the poorest state, Mississippi.
Roughly 25 percent of
which deaths outnumber births. An increasing number of young
Puerto Rico’s High unemployment (above 10 percent) and low incomes have
people and working-age adults have been migrating away from
3.4 million residents been persistent for the past two decades, and with them, a
are aged 60
the Island.
significant amount of federal assistance was being provided
or older In part, the economic contraction that began affecting Puerto even prior to the hurricanes. In 2016, nearly 25 percent of Puerto
Rico in 2006 has led to some of these demographic changes, with Ricans received monthly Social Security benefits compared to
the lack of economic opportunities decreasing childbearing and less than 19 percent of the overall U.S. population. Additionally,
encouraging migration. And in 2006, the birthrate in Puerto Rico nearly 50 percent of the Puerto Rican population participated
By comparison, was already well below the level that is required for a population in either Medicaid or the Children’s Health Insurance Program
roughly 21 percent to replace itself within a generation. A decade later, childbearing compared to 20 percent of the U.S. population overall.
of the United States had declined far enough to place Puerto Rico’s birthrate among
as a whole is aged the lowest worldwide: 1.2 births per woman. Over the same
60 or older. period (2006–2016), a net of 525,000 people migrated away The Cost of Imports
from the Island. The continuing loss of people from Puerto Since 1920, Puerto Rico has been subject to the Jones Act
Rico, particularly school-aged children and working adults, has with respect to shipping cargo, which requires that all goods
added to the stress on its economy and created a shortage of transported by water between U.S. ports be carried on U.S.-flag
professional workers in many sectors. ships, constructed in the United States, owned by U.S. citizens,
and crewed by U.S. citizens and U.S. permanent residents. The
As a consequence, Puerto Rico has become one of the oldest Shannon Stapleton/Reuters
Jones Act effectively constrains the ability of Puerto Rico to
populations in the region. According to the figures reported in
import a variety of goods and services at more competitive prices
the 2016 American Community Survey (ACS), roughly 25 percent

(including, but not limited to, liquified natural gas [LNG], food, force participation rate was approximately 40 percent prior to the
and other commodities). Although the exact magnitude of the hurricanes) and double-digit unemployment.
effect is unknown due to data limitations, it is likely that the
Economic contraction contributed to a severe fiscal crisis,
prices of imports in Puerto Rico, and of the goods and services The financial
in which lower revenues and high rates of expenditure were
produced from these imports, may be artificially inflated, which
financed through heavy borrowing by the central government hardships
reduces the welfare of both producers and consumers.
of Puerto Rico, municipal governments, and public-sector
In the energy market, for example, available data suggest that corporations. This resulted in high and unsustainable levels of created by the
what appears to be short-term contracted delivery prices for LNG debt. Despite stabilization efforts by the Government of Puerto economic decline
in Puerto Rico are greater than export plus estimated shipping Rico, Puerto Rico’s credit rating dropped below investment grade
and other costs from continental U.S., although a significant in early 2014, followed by a series of defaults on debt payments. ... contributed to
portion of imported LNG in 2017 was contracted at a price
The fiscal crisis ultimately resulted in the passage of PROMESA deferred repairs
below contemporary short-term contracted prices. In addition,
the Dominican Republic, which is not subject to the Jones Act,
in 2016, which established the FOMB and provided the and maintenance
framework for restructuring Puerto Rico’s debt. The FOMB’s
has imported LNG from the continental U.S. while most Puerto
purpose is “to provide a method for [Puerto Rico] to achieve fiscal
of infrastructure
Rican imports are from Trinidad and Tobago, despite the fact such as the
responsibility and access to the capital markets” by certifying
that the source of Dominican imports (Sabine Pass, Louisiana)
financial plans, approving and monitoring budgets and activities
is approximately 1,000 nautical miles farther from the country telecomm-
related to the budgets and fiscal plans, providing advice on
than Trinidad and Tobago, implying higher shipping costs. High
issues of financial stability and management, and certifying unications and
energy costs would have ripple effects across virtually every
sector in Puerto Rico, contributing to comparatively high costs of
restructuring and approving actions related to debt issuance. energy systems,
Recovery activities will be undertaken in a way that is consistent
living and of doing business there.
with the FOMB’s authorities. transportation
networks, and
Economic Decline and the Debt Crisis Limited Maintenance of Infrastructure public buildings.
Following World War II, Puerto Rico’s economic development was
The financial hardships created by the economic decline
largely tied to a series of federal tax policies and incentives. The
and lack of transparency over ownership and responsibility,
Industrial Incentives Act of 1948 officially launched Operation
as well as the socioeconomic and governance challenges in
Bootstrap, which effectively exempted U.S. corporations from
Puerto Rico, contributed to deferred repairs and maintenance
most Puerto Rican taxes, thus enabling U.S. corporations to take
of infrastructure such as the telecommunications and energy
advantage of section 262 of the Revenue Act of 1921. A 1976
systems, transportation networks, and public buildings. It is
provision based on Internal Revenue Code Section 936 continued
common in Puerto Rico for buildings to be owned by one set of
to allow U.S. corporations a tax exemption on income originating
entities (e.g., the Public Buildings Authority, or the Puerto Rico
from U.S. territories, but not from foreign jurisdictions. However,
Industrial Development Company) and for day-to-day operations
in 1996, Congress repealed the 936 credit and began to phase
to be managed by another organization, such as a government
it out. Many corporations responded by restructuring their
agency or private sector tenant. This lack of accountability over
Puerto Rico operations to “Controlled Foreign Corporations,”
asset management combined with limited finances has meant
which helped maintain federal tax advantages. Nevertheless,
repairs are often deferred or not completed.
manufacturing employment began to decline over the phaseout
period, although it is unclear the extent to which the phaseout
caused this decline.
Since that time, Puerto Rico’s economy has been in near-
continuous recession, with low labor-force participation (the labor
Alvin Baez/Reuters

The Re-imagining of Puerto Rico Prior to inflation, and transform the Office of the Chief Financial Officer
the Hurricanes for Puerto Rico.
In recognition of the socioeconomic and governance challenges The Government of Puerto Rico had begun implementation of
Puerto Rico has faced for many years, efforts to transform the the proposed initiatives when the hurricanes hit in September
Island were already in motion prior to Hurricanes Irma and 2017. At the FOMB’s direction, the Government of Puerto Rico
Maria. revised the Fiscal Plan to simultaneously address pre-hurricane
Productivity economic challenges and post-hurricane critical infrastructure
and value added The Plan for Puerto Rico, developed by then
revitalization. The FOMB developed a new fiscal plan, the New
gubernatorial candidate Rosselló and the New
Equality and Fiscal Plan for Puerto Rico: Restoring Growth and Prosperity
Progressive Party, seeks to establish a new form
statehood (Certified Fiscal Plan), and certified it while negotiations were
of governance—-efficient, sensitive to the most
taking place between the Government of Puerto Rico and the
vulnerable, and based on citizen participation—
FOMB regarding a number of differences between the FOMB
focused on developing Puerto Rico’s human
fiscal plan (Certified Fiscal Plan) and the Governor’s fiscal plan,
capital and economy using a number of
New Fiscal Plan for Puerto Rico (New Fiscal Plan). The plan was
Effective and Fiscal near-, medium-, and long-term strategies.
transparent governance responsibility re-certified on June 30, 2018, without any changes. The FOMB
The Plan for Puerto Rico introduced a
also certified its own $8.76 billion budget that complies with its
Science, technology, and innovation model for socioeconomic transformation
Certified Fiscal Plan.
Development and protection of human capital (see figure at left). The model identifies
four building blocks for Puerto Rico.
Through an (1) efficient and transparent
governance, (2) fiscal responsibility, (3) equality and statehood,
and (4) enhanced productivity and value, Puerto Rico will be
able to develop and protect its human capital, which is critical
for socioeconomic transformation to occur. All of this work is
done based on cutting-edge science, technology, and through the
lens of innovation. The Plan for Puerto Rico produced over 40
specific initiatives and proposals, ranging from online training
for adults to using technology to lower the costs of high-demand
medications.
A year later, in March 2017, in compliance with PROMESA, a
fiscal plan (March 2017 Certified Fiscal Plan) was submitted by
the Government of Puerto Rico and certified by the FOMB. The
plan laid out a number of reforms in line with the objectives
of PROMESA: achieving fiscal responsibility and balance,
regaining access to the capital markets, and restoring economic
opportunity for Puerto Rico. Structural reforms in the March
2017 Certified Fiscal Plan, aimed at economic growth, address
concerns with human capital and labor, ease of doing business,
electric power, and other infrastructure sectors. The March 2017
Certified Fiscal Plan also introduced fiscal measures designed
to enhance tax compliance, rebalance taxes and fees, adjust tax
laws, improve agency efficiencies, comprehensively reform the
pension system, reduce appropriations, reduce healthcare cost

3
Peak Wind Gusts From
Hurricane Maria
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
Images/Current/ARA_Hurricane_Maria_Wind_Maps_v13.pdf)
Source: ARA (http://maps.redcross.org/website/DROMaps/
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
Alvin Baez/Reuters NASA

San Felipe II hurricane, and the fifth most Conditions Assessment from May 2018. Some Hurricane impacts by the
intense in history at landfall in the United municipalities also lacked a detailed inventory numbers
States (including the continental United States, of municipal assets, hindering their ability to
Puerto Rico, and Guam). both protect those assets ahead of a disaster The hurricanes’ impact on the people of Puerto
and facilitate their repair and recovery Rico cannot be overstated. The hurricanes
Many parts of Puerto Rico received 15 inches left in their wake deep economic losses
afterward. The Puerto Rico Aqueduct and
“
of rain or more from September 19 through and damage to infrastructure. Hundreds of
Sewer Authority (PRASA) and the Puerto Rico
September 21, 2017. The concentrated rain from thousands of residents needed assistance to
Electric Power Authority (PREPA) did take
the two hurricanes led to more than 41,000 meet basic needs for an extended period of
some precautions, including preemptively
“Puerto Rico has a hurricane landslides across a significant portion of Puerto time. The businesses that survived struggled
lowering water in reservoirs and stockpiling
Rico—and at least one landslide per square to open their doors, given that Hurricane Maria
season! Emergency plans exist and materials—steps that proved insufficient given
kilometer in most of the mountainous areas. essentially destroyed Puerto Rico’s electric
have been tested many times in Hurricane Maria’s extreme wind damaged
the extensive damage and prolonged response
period following Maria. grid and severely disrupted cellular service,
the past, including Irma just the most of the Island’s weather stations and landlines, and Internet access. The hurricanes
week before. For the most part, stream gauges, but those that were working However, even approved emergency shut down water and sewer services, hindered
they successfully passed those logged wind speeds of 137 mph on the islands preparedness plans did not envision a first responders’ ability to dispatch 911 calls,
of Culebra and Vieques to the east of the main disaster as extreme as Hurricane Maria where and brought transportation to a halt. Schools
tests. The difference is that existing island of Puerto Rico. Mountainous terrain critical systems failed causing a cascading and some healthcare facilities were forced to
plans underestimated the level of likely contributed to the higher wind speeds chain of effects. The total collapse of the close, and hospitals had to rely on emergency
devastation that Maria created.” and the widespread flooding of streams and telecommunications grid and widespread generators.
rivers. In response, a second Major Disaster infrastructure damage rendered existing
— a senior-level Fema oFFicial The graphics on the following pages provide
Declaration (DR-4339-PR) was issued on contingency plans insufficient and hindered
September 20, and FEMA extended eligibility coordination with state government a high-level overview of damage after the
for both Public Assistance and Individual agencies. Power outages created failures hurricanes, and, where available, repairs
Assistance to all 78 municipalities. in water treatment plants. Failures in the to date and remaining needs based on the
telecommunications system made it difficult data collected from various entities. Damage
to coordinate both response operations and estimates are based on available data (generally
Preparation for and response to repair damages to critical systems. Washed- through March or April 2018) and include
Hurricanes Irma and Maria out, debris-strewn roads cut off municipalities economic activity from the recovery effort. In
across Puerto Rico for days and even weeks in many—if not most—cases, damage persisted
Among the municipalities that responded to
the mountains, and local leaders indicated that beyond that date and likely continues at the
the HSOAC survey, about 85 percent reported
they did not have the equipment they needed time of this writing. As a result, no total
having disaster preparedness plans that guide
to address these problem. Mayors resorted to damage figure is available.
their response to a disaster in place before
the 2017 hurricane season, and 72 percent extraordinary measures to provide food and
reported conducting emergency preparedness water for citizens. Many set up community
exercises at least once a year. Only 37 percent food kitchens and distribution centers, where
reported that the plans worked adequately citizens and nongovernmental organizations
after the hurricanes. Of those with disaster brought supplies to share with the broader
preparedness plans in place, 57 percent community. These community leaders were
specifically addressed how to protect children, fiercely proud of the resilience that their
seniors, and individuals with disabilities. citizens and communities displayed in the face
Lastly, 19 of the 78 municipalities had hazard of such devastation.
mitigation plans—which aim to reduce the
ultimate damage caused by a disaster—that
were expired, according to a FEMA Community

Infrastructure Economic
DAMAGE OVERVIEW REPAIRS NEEDS
Hurricane damage After the hurricanes
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 Coupled with the destruction of various capital stocks, the short-
ter treatment plants) term impact to economic activity was severe. Although data are lim-
87% of gas stations reopened Significant work remains on ited at the time of this writing, the following are estimated impacts
Over 25% of transmission line towers and (as of 3/21/18) transmission and distribution from post-storm data (September-December 2017) for the economy,
poles were damaged systems business, and employment.
21% of the 1,110 gas stations were closed Short-run decline in the Econom-
ic Activity Index (correlated with
WATER 100% of PRASA customers lacked drink- As of 2/28/18: $2.51B in initial estimates of Economic Activity Index GNP) of approximately 12 percent
ing water hurricane damages and $16.45B over the three months following
100% of water and wastewa-
in legacy pipe replacement the hurricanes relative to an esti-
Out of service: ter treatment plants in PRA- 130
mated no-hurricane world.
40 water treatment plants of 114 SA’s principal service regions $215.8 M of stormwater system 2016
operational damages in 51 of Puerto Rico’s 125
800 water pumping stations
municipalities
Drinking water restored in 120
22 wastewater treatment plants of 51
46 non-PRASA communities 2017 Short-run
222 sanitary pumping stations of 714 with solar-powered water 115 decline
Untreated wastewater spills in San Juan pumps
of 12%
(13.7B gallons) and Manatí, Mayaguez and Multi-agency efforts under- 110
Ponce (0.78M-1.19M gallons) way to stabilize Guajataca
Dam 105
Damage to storage tanks at 65 non-PRA-
SA sites 100
95
COMMU- 95% of cellular sites were out of service 60% of communications infra- 4.3% of cell sites out of service Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
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) January 1980 = 100
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 Business and employment losses are based on projections (using pre-storm data) of what
reliance on generators
1 submarine cable supported off-island conditions would have been like without the storm. Agricultural losses were estimated and
Off-island communications are reported by the Puerto Rico Department of Agriculture.
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- BUSINESS LOSSES FROM THE HURRICANE Many sectors (e.g. tourism and
wave systems until their submarine trade) lag pre-hurricane levels
Agricultural production: $227 million
networks are operational. despite uptick in traveler counts
Agricultural infrastructure: $1.8 billion and value of exports
$1.5B in total damage to private
telecom infrastructure Tourism: $547 million in direct revenue*
Trade: Large impacts on exports; imports
TRANSPOR- Just 400 miles of road were passable (out Tren Urbano is operational Estimates for repairs reflect the response and recovery effort*
of 16,700 miles) Ferry service is operational Public roads and bridges: (emer-
TATION gency and permanent): $647M
100% of Tren Urbano service was sus- All airports are operational
pended Tren Urbano: $106M
Seaports are operational, and
Other municipal transit systems:
Bus service in San Juan was nonexistent cruise ship traffic rebounded
$36M
for two weeks. (since early 2018)
Ports in San Juan, Penuelas,
Air travel suspended for 2 days, then 10 Guánica and Fajardo: $906M
flights per day for a week
Ferries: $38.3M
Major ports and all ferry terminals and San Juan bus system: $8.3M
vessels were damaged
PR-22 and PR-5: $14.5M
Airport: $237M
EMPLOYMENT Average private payroll employment in the 3 months Employment (and wages) lag
after the hurricanes: -4.35% pre-hurricane levels
PUBLIC 586 public buildings of 778 owned by A hindrance to repairs is 8,500 appli- Average manufacturing payroll employment in the 3
PRIDCO reported damage the lack of a comprehensive cations from months after the hurricanes: -1.27%
BUILDINGS inventory of public buildings 43 applicants
Over 90% of 735 buildings owned by PBA The overall workforce decreased in both the number
and little clarity as to which seek about
applied for assistance with debris remov- of people employed and the number of people in the
entities are responsible for $300M in pub-
al and emergency protective measures, labor force
them. lic assistance
and 65% were damaged
for repairs (as The hurricanes accelerated outmigration as many
of 5/3/18) islanders left for the U.S. mainland

Society
FATALITIES
Hurricane damage
According to initial reports, 64 lives were lost.
That estimate was later revised to 1,427.
After the hurricanes
Estimates from other studies range from about
800 to 8,500 deaths from delayed or interrupt-
ed health care.
Of course, an overview of key facts and figures
cannot fully convey the depth of the damage to
virtually every sector in Puerto Rico and the
hurricanes’ impact on people’s lives, health,
and safety.
“
“Maunabo has a lot of older, sick, and
bedridden people. Here we had deaths
because of the lack of electric power. I had
people call me at 1 a.m. to tell me that a
Total damage to all dwellings: $33.9B
person died because the respiratory aid
HOUSING 527,000 homeowners who registered with FEMA indicated
they had property damage Disbursements (as The hurricanes had a human cost was turned off ”
197,000 renters indicated damage to personal property of 5/14/18):
(e.g., cars, TVs, clothing) In interviews and focus groups conducted after —Focus Group participant From maunabo
FEMA: $517M in
Aguadilla
Isabela Quebradillas
Camuy Hatillo
Arecibo
Barceloneta
Manatí
Vega Baja Dorado Toa Baja Cataño
Vega Alta San Juan
Loíza structure repair for the hurricanes, residents described lacking (author translation)
Number of Individual Assistance registrants with damage to owner-occupied
Moca
water, electricity, and even food; being trapped

Florida Carolina
Aguada Toa Alta Bayamón Guaynabo
San Sebastián Río Grande Luquillo
Rincón Trujillo Alto
Morovis Canóvanas Fajardo Culebra
Corozal
homes
“
Añasco Ciales
structures or personal property

Naranjito
Lares Utuado Gurabo
Aguas Buenas Ceiba
in their communities because roads were

Las Marías Naguabo
Orocovis Comerío Juncos
Mayagüez Jayuya Caguas
Barranquitas Las Piedras
Maricao Adjuntas Cidra
1–4,999
Hormigueros
Villalba Aibonito
San Lorenzo Humacao
Vieques
FEMA: $402M for
impassable; having no access to medical care or
San Germán Cayey
Aguadilla Coamo
Sabana Grande Yauco
personal property
Isabela Quebradillas BarcelonetaYabucoa
Peñuelas Ponce Juana Díaz Dorado Toa Baja Cataño
5,000–9,999
Vega Baja Loíza
Guayanilla Camuy Hatillo Manatí
Lajas Arecibo Vega Alta
Salinas Patillas Maunabo San Juan
Guánica Moca Santa Isabel Guayama Arroyo
Florida Carolina
pharmacies; and elderly people getting injured

Cabo Rojo Aguada Toa Alta Bayamón Guaynabo
10,000–19,999 SBA home loans:

Corozal
Añasco Ciales Naranjito
Lares Utuado Gurabo
Aguas Buenas Ceiba
20,000+ $1.2B as they rode out the hurricanes alone. In the “The best agent of change is all of us. We
Las Marías Naguabo
Orocovis Comerío Juncos
Mayagüez Jayuya Caguas
Barranquitas Las Piedras
Adjuntas
Number of IA Registrants Indicating
Maricao Cidra
San Lorenzo Humacao
Hormigueros Aibonito Vieques
Villalba
San Germán
Real or Personal Property Damage Coamo Cayey
Homeowners insurance: $358M hurricanes’ wake, people reported losing their
have created a directory of resources
Sabana Grande Yauco
Yabucoa
Peñuelas Ponce Juana Díaz
Mayagüez Guayanilla 1 - 4,999
Lajas Salinas Patillas Maunabo
A lack of accurate ownership records meant

Guayama Arroyo
jobs because they had no gasoline to get to

Guánica Santa Isabel
Cabo Rojo 5,000 - 9,999
because within the community we have

10,000 - 19,999
that many homeowners were not eligible for

work, struggling to pay for necessities as prices
20,000+
Most properties were not insured federal assistance

carpenters, builders, plumbers, etc. We
Number of IA Registrants Indicating
Real or Personal Property Damage
1 - 4,999
spiked, and worrying about the disruption to
their children’s education. have people with equipment who can
Mayagüez
EDUCATION 38–44 schools closed permanently by 5,000 - 9,999 An estimated 1,075 of 1,112 K-12 schools had re-
structural damage
10,000 - 19,999
opened by December 2017
help clear the roads. There’s a bank of
20,000+
Most poignant were the stories residents told

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,
SOCIAL Households that applied for assistance:
90% of 1.23M and the financial stress. At one focus group
SERVICES
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
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 in their cars for days. One mayor said three is just mere aid, but we’re the ones who
20 of 92 federally qualified health centers were damaged 3 health centers have intermittent power and dialysis patients died in his town because they will make Puerto Rico rise above.”
use generators for backup
could not access treatment.
5 lack power and rely solely on generators —Focus Group participant From loiza
1 is now using solar power 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
Resilience help. They noted that satellite phones that come out, the entire community (helped).
were provided as a contingency measure
Hurricane damage After the hurricanes 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
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 Communities in close proximity dealt with the breakfast or a pot of soup. The community
RESPONDERS 0 of 93 fire stations,
14 of 56 EMS stations
the plans worked adequately after the storms isolation by sharing the resources they had gave 100 percent.”
One-quarter of police stations were classified available, and working together to identify
Damage to state-level communications systems (e.g., as “restricted use” or “unsafe” after the storms —Focus Group participant From narajito
two-way radios) used in emergencies left many agencies
All 99 fire stations submitted public assistance (author translation)
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

To be updated as data becomes available.
Nighttime lights in San Juan before and after Hurricane Maria

Source: NASA
people in need and clear roadways

BASELINE SEPTEMBER 27–28, 2017
of debris.
Although the official death count
from the Puerto Rico Department
of Public Safety was initially 64,
the toll appears to be much higher.
On June 13, the Government of
MANY MAY BE VULNERABLE TO HURRI- Puerto Rico revealed that there
CANE IMPACTS were 1,427 more deaths in the four
Any person can experience vulnerability, especially months after the hurricanes than
following a disaster, and it is not a static characteristic normal (based on the previous four
Luis Muñoz
of any individual or group . Given the fluid nature of vul- years), and it will update the official San Pablo
Marin Airport
nerability, considering characteristics that can increase count after a George Washington Hospital
risk for people in communities can guide actions taken
University study is completed.
during each of the four phases of emergency man-
agement. People who face Communication challeng-
Similarly, independent researchers
es, have health Maintenance needs, rely on medical analyzing vital statistics data
devices or supplies to remain Independent, lean on found that about 1,000 more people
Services to manage behavioral health needs, or infants died in September and October
and children who rely on others for sustenance, and 2017 than normal, largely in the
persons who may face Transportation obstacles all may
hurricane’s path or in mountainous
be particularly vulnerable in a disaster (derived from the lines, and poles—was severe. Significant work
C-MIST framework for identifying the functional needs
rural areas. A much-publicized
Harvard study estimated hurricane remains to restore electrical transmission and
of people with disabilities or who have access and
functional needs before, during, and after a disaster). deaths likely ranged from about 800 distribution systems to acceptable condition;
to 8,500 due to indirect causes, such some water treatment plants, hospitals, and
Many community members will face these issues at
as delayed or interrupted health other critical infrastructure continue to use
“
some point in life. Some of these challenges can be
more acutely felt with age, which is of particular impor- care. emergency generators. While there was major
tance given the increasingly aged Puerto Rican popu- damage to some wind and solar generation
lation. Meanwhile, fragile transportation networks and facilities, these make up a very small
power grids and inconsistent or easily interrupted ac- Loss of power degraded percentage of Puerto Rico’s overall generation “As the days went by it descended
cess to services can be significant obstacles for people
other systems capacity. into chaos. You needed money …
who live in geographically remote areas or are techno-
logically dependent for medical services. Additionally, a The loss of power may have been The lack of power disrupted other systems. because it was all cash. The ATMs
communication network that is easily disrupted or does the most damaging consequence With much of Puerto Rico’s power grid offline, weren’t working, the phones were
not reach all Puerto Ricans may fail to provide life-sav- for infrastructure, causing entire wastewater treatment plants were out of
ing information in an emergency.
cut off.”
systems to fail. The fossil fuel- service. Some sewage plants were upstream
All phases of emergency response and recovery should based power plants that generate from the drinking water supply, so their failure — Focus Group participant From loiza
contaminated potable water. Water-damaged (author translation)
consider vulnerabilities that communities and individ- most of Puerto Rico’s electricity
uals face, and the impact that actions will have. For did not suffer major damage structures were exposed to other potential
example, when rebuilding the road network, one must
from the hurricane. But damage environmental hazards such as mold, an
consider whether the efforts will promote or restrict
equitable access to schools, health and social services, to the electricity grid—including increase in rodents and pests, and chemicals
and economic opportunities. Similarly, with a signifi- downed power lines, transmission and waste.
cant portion of the population participating in safety
Top: A resident of the San Rafael Since the hurricanes, there have been concerted
net programs, ensuring that there are jobs and relevant
training opportunities available near impacted people
nursing home in Arecibo, Puerto efforts to get water treatment plants, hospitals,
must be a part of any consideration of shrinking or
Rico. and other critical infrastructure off emergency
REUTERS/Alvin Baez
placing restrictions on safety net programs.

generators, often by incorporating cutting-edge approaches that

do not rely on imported fossil fuels into repairs and rebuilding.
One approach is the use of “microgrids” in which solar panels
A crack in the Guajataca
or wind turbines allow customers to operate off the grid or are Dam resulted in
connected to the broader electrical grid but go into “island mode” evacuations being
in an emergency. In addition, dual-backup generation systems are ordered for the 70,000
being installed at hospitals to avoid an extended loss of power. at risk from the damage.
Puerto Rico is integrating these assets into the power system and
ensuring that they comply with regulations and standards.
PRASA has worked to restore water and sewer services but
continues to face challenges. As of February 28, 2018, all water
and wastewater treatment plants in each of PRASA’s principal
service regions were operational, but due to energy availability
constraints, 88 percent of water treatment plants and 98 percent
of wastewater treatment plants were operating below their
normal operating capacity. By the same date, 10 non-PRASA
facilities were classified as a state priority and eight were
classified as a U.S. EPA priority. Together with nongovernmental
organizations, EPA has been working to repair damaged non-
PRASA water systems, providing generators and equipping
systems to operate on solar power. To date, over 1,100 solar-
powered water pumping systems have been installed.
Photo: Arthur Brooks/FEMA via Wikimedia
Damage to flood protection put people in

Mobile devices were nearly useless, and
harm’s way
social service providers struggled
Puerto Rico’s dams, levees, natural infrastructure (e.g., coral
The hurricane’s devastating effects on people’s health and
“
reefs, wetlands, dunes), and other stormwater infrastructure
safety cannot be overstated. More than 80 percent of Puerto
were also damaged, which resulted in extensive flooding, erosion,
Ricans rely solely on mobile devices for telecommunications,
and the scouring of waterways. Of 18 dams that were assessed,
but mobile communications broke down as the hurricanes took
11 had areas of erosion, and six were inaccessible due to debris,
out antennas, fiber-optic cables, and the electric grid. Without “We were faced with the
landslides, or road damage. At the Dos Bocas Dam, sedimentation
and high flow damaged all three hydroelectric turbines.
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,
Guajataca Dam—the water source for 350,000 people—suffered lack of power meant that many communications devices could
the most significant damage. During Hurricane Maria, not be recharged. As a result, basic resources became scarce,
or medical services. All of that
Guajataca’s large volumes of water flowed over the emergency communities were isolated, and people with special health needs was affected. We had no direct
spillway, which compromised its structural integrity. Some were not able to access proper care. access to medical care, not even
70,000 residents downstream were in immediate danger and
Damage to buildings and to electrical, water, and pharmacies.”
were evacuated. Since the hurricanes, Guajataca Dam’s integrity
communications infrastructure forced the closure of hospitals, — Focus Group participant From rio
has been somewhat stabilized, and temporary fixes to the
clinics, public health laboratories, food assistance offices Grande
spillways are underway.
(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 Fire crews clear
the hurricanes, immediately afterwards. In some municipalities, these clinics fallen trees in the
El Yunque National
approximately were the only places where emergency and acute health care
Forest after
services were provided around the clock.
one in 10 of the Hurricane Irma.
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 Jose M. Martinez, U.S. Fish and Wildlife Service via Wikimedia
center was using solar power. Many Head Start centers and
schools were undergoing repairs and remain closed. Infectious and damage. About 11 percent—or approximately 13,600 acres—
diseases such as influenza have been controlled to within of reefs were also damaged. Human activity, including coral
comparable rates in the continental U.S., although concerns about harvesting, pollution, overfishing, and illegal development
water quality persist. practices, may inhibit the natural recovery of Puerto Rico’s
coastal resources. The full effects
Coasts, forests, and parks experienced Damage to forests was also widespread, with an early estimate of Hurricane
of 23 to 31 million trees killed or severely damaged. Tens of
landslides and erosion Maria on
thousands of landslides increased sedimentation in reservoirs
Coastal and terrestrial natural resources act as natural and behind dams, caused flooding hazards, trapped fish in natural
infrastructure to protect communities and infrastructure from streams, polluted marine environments, and blocked roads and resources will
flooding, pollution, and other hurricane-related effects. As of trails. Although these reservoirs were filling with sediment
June 2018, approximately 25 assessments of damage to natural before the hurricanes, landslides substantially exacerbated not be known
and cultural resources were completed, and a few were still reservoir capacity challenges and other environmental issues. for years to
ongoing. The full effects of Hurricane Maria on natural resources Preliminary estimates suggest that landslides added an
will not be known for years to come. Comprehensive, Island- estimated 30 million cubic yards of sediment potential in one
come.
wide information on the condition of natural resources before watershed alone.
the hurricanes was not always available, making it difficult
Virtually all this natural damage affected the mortality and
to quantify hurricane damage at this time. However, coastal
habitat of animals. For example, 53 percent of the hawksbill sea
impacts included wetland and mangrove damage from winds,
turtle nests at Humacao Nature Preserve were lost as a result of
pollution discharge, excessive sedimentation, changed hydrology,
the hurricanes, while other species lost their food sources (e.g.,
and stranded boats; severely eroded beaches and dunes; and
seeds), and concerns remain regarding pollinators. Facilities
damage to coral reefs, seagrasses, and other species. One rapid
critical for the captive breeding program of the Puerto Rican
assessment found significant impact to wetland buffers at 20
parrot, a culturally significant, endemic species, were also
sites, and 75 percent of them had increased stress, mostly due
damaged. These impacts put many threatened and endangered
to changes in hydrology; debris; and tree defoliation, disease,
species at a higher risk of extinction, thereby reducing

biodiversity and resilience in the longer-term. Municipal governments were severely

Before the hurricane, the majority of landfills were over capacity impacted
and/or out of compliance with environmental regulations, and Municipalities in Puerto Rico faced substantial challenges
1,600–2,000 illegal dumps proliferated around Puerto Rico. prior to Hurricanes Irma and Maria due to chronic financial
Hurricane stormwater carried an unknown quantity of pollutants pressure, outmigration, stagnant economic growth or economic The decline
off these sites, potentially affecting the environment and human contraction, and overlapping and at times duplicative service
health. Then, the hurricanes generated a massive amount of delivery. Almost two-thirds of municipalities had deficits in in economic
debris and solid waste. Unless new cells come online, Puerto 2016, with many carrying deficits over multiple years, and the activity due to
Rico will run out of landfill capacity in 2–3 years, not accounting amount of municipal debt increased by more than 50 percent
Staff from the U.S. National Archives and for likely additional waste as hurricane-damaged buildings are since 2007. Hurricanes Irma and Maria exacerbated these
the hurricanes—
Records Administration demonstrate how to demolished. underlying problems by placing additional stress on local particularly in key
clean books and historical artifacts to Puerto
Rico General Archive and National Library Finally, wind and water weakened physical structures at economies and municipal finances while creating new issues. industries such
staff members. hundreds of historic and cultural sites, the larger of which A survey of municipalities showed that the hurricanes led to
Andrea Booher/FEMA include Fortín de San Gerónimo de Boquerón (an 18th-century declines in economic activity, particularly in key industries such as agriculture,
fortress) and the National Library and General Archives, which as agriculture, tourism, and retail. This has led to substantial tourism, and
has a statutory requirement to maintain records significant to declines in revenue collection from key sources of municipal
revenue such as sales taxes and business license fees. Because retail--led to
Puerto Rican governance and history. Many of the collections
of artifacts housed inside these sites were also damaged from the municipalities were the first responders after the hurricanes, substantial
hurricane effects and loss of power. Water damage has also they incurred substantial unplanned expenses that they could
not afford, and many have yet to be reimbursed—negatively
decreases in
increased the risk of mold. Artisans and performers who
comprise the cultural community in Puerto Rico lost materials affecting their ability to provide services and fund reconstruction revenue collection
and income. projects. from key sources
As of May 2018, coral reef and critical species stabilization is Mayors and municipal staff also reported significant damage of municipal
underway. Puerto Rico’s Solid Waste Authority estimated that and continuing needs across key sectors that impact their
the hurricanes created 6.2 million cubic yards of waste and constituents’ lives and their capacity to govern effectively. revenue such as
debris. By May 15, 2018, the U.S. Army Corps of Engineers had Extensive power and telecommunications outages, lack of access sales taxes and
collected 4 million of the 4.15 million cubic yards of debris it was to safe drinking water or adequate sewers, and at times, limited
tasked with collecting. Vegetative debris is turned into mulch, access to health services created immediate health and safety business license
and other materials are sent to recycling centers or landfills, hazards—some of which persist at the time of this writing. For fees
preferably for use as cover material. Mulch can also be blown example, about half of the municipalities surveyed in May and
into forests to decompose or used for enrichment of agricultural June of 2018 reported that their stormwater systems are unable
soils. Precious woods are harvested and made available for to handle excess water and prevent flooding when it rains.
future needs, such as commercial sale and for repairs to historic Almost a quarter of municipalities—24 percent—reported that
properties through a pilot program. In many cases, cultural half or less of their community had landline or cellular service,
institutions have re-opened to the public, but sometimes with while 38 percent of municipalities reported that half or less of
temporary fixes for structural damage or with diesel generators their constituents had access to internet services (as of May/
to provide power. Cultural institutions are also being provided June 2018). And many municipalities noted that they still have
emergency preparedness education, response kits, and protocols communities without electricity.
in preparation for future disasters. Municipalities also lost significant human resource capacity:
almost all municipalities surveyed lost personnel to outmigration
following the hurricanes, and nearly half reported significant
reductions in policing due to loss of personnel and resources.

Crosscutting disaster and economic recovery Responsibility for various infrastructure, assets, and
needs services is not clearly established
Since the hurricanes, Puerto Rico has been working to restore After the hurricanes, determining which agency was responsible
services, reopen schools and other public buildings, and help for maintenance and repairs of various infrastructure and
residents return to something approaching normal, but much public buildings was difficult because many sectors had no
work remains to be done. While the sections above identified comprehensive asset inventory or management system. The
needs in individual sectors, the sections below identify unmet threat posed by a new hurricane season makes clarifying
needs that cross multiple sectors. They are separated into short- ownership and responsibility an immediate need. Creating a
RECOVERY NEEDS ARE comprehensive inventory and management system is a next step
term (1–2 years) and longer-term (3–10 years) needs, roughly
SEPARATED INTO corresponding to the time needed to address them. for the housing, energy, transportation, and public buildings
sectors in particular.
Short-term Similarly, Puerto Rico’s mayors believe that the overlapping

Short-term needs responsibilities between the municipalities and the Government
(1–2 years)
of Puerto Rico for maintaining and clearing debris from roads
Some critical infrastructure remains non-functioning It is estimated
and led to coordination issues and delays in getting critically needed
or in disrepair supplies to some areas after the hurricanes. There appears to be that destruction
Reestablishing power, communications, and water utilities emerging consensus about the need to rethink how services are from Hurricanes
Longer-term
across Puerto Rico remains a priority. While reliable power, delivered—including creating regional structures—to improve
(3–10 years) communications, and water are important to the economy, efficiency, reduce costs, and improve the lives of citizens. This Irma and
they are crucial to giving Puerto Ricans a sense of normalcy, reorganization is needed to respond to future disasters and Maria will lead
protecting their health and well-being, and confirming that streamline service delivery, but it will have broad implications
all regions will take part in the recovery. It is critical to create that likely require involving key stakeholders in Puerto Rico and
to as much
an energy grid that is reliable enough to get water treatment incorporating municipal input. outmigration
plants, hospitals, and other critical infrastructure off emergency
from the Island in
generators and make them less vulnerable to crashes, outages, or
future hurricanes. Longer-term needs two years as seen
Economic contraction that precipitated population loss in the previous
Emergency preparedness plans need updating
and inhibits recovery must be addressed decade under
With the arrival of a new hurricane season, it is critical for Puerto
According to a recent briefing to the Financial Oversight and a notable fiscal
Rico to address a number of gaps in the emergency preparedness
Management Board for Puerto Rico, about one million Puerto
infrastructure so that all residents and businesses are protected
Ricans left the Island between 2000 and 2015. From 2006 crisis.
in a future disaster. Assessments found that municipal-level
to 2016, Puerto Rico lost 525,769 net migrants—equivalent
emergency response and mitigation plans were inadequate
to 14 percent of its total population—since the fiscal crisis
during the hurricanes, with only 37 percent of municipalities
started. Outmigration began in a few southern municipalities
reporting that the response plans worked adequately after the
and the capital, San Juan, prior to Hurricanes Irma and Maria.
hurricanes. The Puerto Rico Emergency Management Agency
Since the hurricanes, however, outmigration has spanned all
(PREMA) is working to update or develop plans for all 78
municipalities. Furthermore, it is estimated that destruction from
municipalities with FEMA, which is also educating residents
Hurricanes Irma and Maria will lead to as much outmigration
on preparedness and developing the government workforce.
from the Island in two years as seen in the previous decade under
Coordinating parties responsible for the emergency response and
a notable fiscal crisis.
for stockpiling materials, resources, and personnel are near-term
priorities.

Based on this analysis, policies related to the following broad Puerto Rico’s population was already declining; the hurricanes made future losses harder
areas should be considered in order to encourage growth: to project
• 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
4.0
• Increase the formal labor force participation rate by reducing
or removing disincentives for formal work
3.5
Decennial Censuses
• Broaden the tax base and increase the fiscal and economic and Official Estimates,
resilience of Puerto Rico through a flattening of the tax U.S. Census Bureau
3.0
structure and lower dependence on particular tax exemptions
Population of Puerto Rico (Millions)

Projections from before
Hurricane Maria
• Increase fiscal discipline to ensure a sustainable and right- U.N. “Medium” Variant
2.5
sized public sector. U.S. Census Bureau
Fiscal Plan, April 2018
Santos-Lozada and
Municipal priorities for economic development and 2.0
Velázquez
recovery Projections after

Hurricane Maria
The municipalities HSOAC met with generally noted that 1.5 Santos-Lozada
revitalizing Puerto Rico’s urban centers should be a key focus of Stone “Fiscal Plan,
April 2017”
economic recovery efforts. Participants argued that this would Stone “Weak Maria
allow the Government of Puerto Rico and municipal governments 1.0 Effect”
Stone “Migration Gets
to reduce expenditures and take advantage of economies of scale Worse”
by concentrating delivery of key services, provide employment 0.5
opportunities to residents, keep tax revenues within the
municipality, reduce social isolation for the poor, the elderly, and
those with special needs, and improve resilience and facilitate 0
1940 1950 1960 1970 1980 1990 2000 2010 2020 2030 2040 2050 2060
more effective emergency response and recovery in the event of
another natural disaster. 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 visions for
recovery and economic development. Although responses varied
substantially across twelve regional roundtables, a number of
• Adjudicate the authority for planning and and physical infrastructure have not been
broadly shared objectives emerged.
implementation of development projects to appropriately scaled and adjusted to sustainably
• Invest in rebuilding and upgrading key infrastructure, municipal authorities meet the health, social, and economic needs
including electric power, water and wastewater, of Puerto Rico’s citizens. The simultaneous
• Expand investment in projects related
communications, and transportation challenges posed by people moving away,
to the visitor economy and tourism to all
the low birth rate, and the aging of those
• Incentivize large manufacturers to stay in Puerto Rico municipalities in Puerto Rico—not just the
who remain require right-sizing education,
traditional hotspots.
• Reduce labor shortages by incentivizing workers to stay in workforce development, health, and social
Puerto Rico and allow businesses (particularly agribusinesses) services to better match the population’s size
to bring in foreign workers on temporary visas Social service, health, education, and
and needs. For example, older adults may
infrastructure systems must be scaled
• Involve municipal authorities in identifying priorities for their require more emergency and support services
for the current and future population
region or a wider variety of transportation options,
Across sectors, social service systems, and public utilities must be reconfigured to
financial planning, administrative functions, become financially solvent despite a shrinking
customer base.

The effectiveness of these investments will be affected by where Island rebuilds, the Government of Puerto Rico plans to clarify
people choose to live. The difficulty restoring services to remote which entities are in charge of regulation and enforcement, and
and vulnerable communities after the hurricanes convinced to improve building codes, standards, and enforcement to both
many mayors that Puerto Rico needs to invest in revitalizing protect residents from substandard buildings and improve the
urban centers and bolstered support for implementing regional collection of fees and taxes.
approaches to providing services and reducing duplication of
effort (voiced during a series of roundtables with mayors). “No Timely and accurate data on Puerto Rico’s economic
tiene sentido”—it makes no sense—one mayor said about plans and fiscal status is required
to spend $5 million to rebuild roads and bridges connecting one
Both the public and private sectors require timely, accurate, and
community to the rest of the municipality because its location
comprehensive information to make effective strategic decisions
ensures disaster will strike again. Many mayors said it was much
regarding both recovery and day-to-day operations. Puerto
easier to provide and restore a wide range of services to citizens
Rico’s outdated methods of national income accounting and lack
living in urban centers, which is especially important as Puerto
of participation in some data programs (U.S. Census Bureau,
Rico’s population ages. All of this underscores the importance of
Bureau of Labor Statistics, Bureau of Justice, Health and Human
monitoring the population’s size and updating assumptions about
Services, Energy Information Administration, National Center
trends in fertility and residents relocating outside of Puerto Rico.
for Education Statistics, National Center for Health Statistics, and
U.S. Department of Agriculture) limit the quantity of information
Infrastructure in Puerto Rico is vulnerable to natural available relative to U.S. states. While the Puerto Rico Institute of
hazards and needs to be built to 21st-century Statistics has been recognized as an exemplar of good statistical
standards practice, it cannot be expected to fill this gap at historical
Many years of deferred maintenance has degraded Puerto Rico’s funding levels.
infrastructure and raised repair costs. Degraded power and water
facilities in particular result in lost revenue that puts public
utilities and agencies further in debt. In addition, many of Puerto Cattle walk past solar
Rico’s systems are not built according to the latest standards. panels destroyed
Developing infrastructure that meets 21st-century standards during Hurricane
will make Puerto Rico more attractive to businesses, potential Maria in September
2017, in Maunabo,
immigrants, and returning residents, and will improve the tax
Puerto Rico
base.
In addition, Puerto Rico has entered another hurricane season,
and other natural hazards such as drought and sea-level rise
continue to affect infrastructure and residents. Understanding
these vulnerabilities and creating robust and flexible systems
will take significant investment moving forward.
Building-permit and code-enforcement gaps reduce

the effectiveness of utilities and perpetuate activity in
the informal sector
Before the hurricanes, “informal” buildings that were
unpermitted and not constructed to code were common.
Similarly, unmetered water connections and inconsistent
electricity metering were common, and laws and regulations
governing these activities were not rigorously enforced. As the
REUTERS/Alvin Baez

4
Employees work
“
on the last phase of
construction of the
new bridge in Barrio
Chorreras, Utuado.
Eduardo Martínez/FEMA
“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.
Recovery investments can help propel Puerto

Rico toward vision and goals
Puerto Rico’s economic development and growth requires
investments not only in a stronger and more resilient
infrastructure, but also in promoting the health and well-being
of the people and the environment of Puerto Rico. To truly
propel Puerto Rico towards the vision and goals laid out in this
| 45 | PRELIMINARY DRAFT—JULY 8, 2018

plan, the Government of Puerto Rico needs to workforce training—need to be in place to

be strategic: It will need to select initiatives support and sustain any recovery investments.
that leverage and maintain investments in
To achieve Puerto Rico’s vision, capital
infrastructure, people, and the environment
investments are also needed in three critical
while also setting the stage for diversified
areas. First, physical infrastructure must be
economic activity and building capacity in
rebuilt to provide the services that people,
areas that attract and support new public-
businesses, and communities need to thrive.
private partnerships and investors. Federal
Without power, water, transportation,
HURRICANE DISASTER recovery investments in infrastructure, people,
telecommunications, houses, and public
APPROPRIATIONS the environment, and strategic economic and
buildings, recovery is not possible. But physical
societal capacities will need to be combined
After Hurricane Irma, the Continuing Appro- capital must be built back better than before:
with efforts to attract and maintain new
priations Act, 2018 and Supplemental Appro- It must be adaptable to Puerto Rico’s possible
partners and investors and efforts to lower the
priations for Disaster Relief Requirements future pathways and resilient to future storms.
Act, 2017 (PL 115-56) was signed into law cost of doing business by reducing transaction
including $1.5 billion in Community Develop- costs, streamlining permitting and enforcing Second, human capital—a healthy, educated,
ment Block Grant Disaster Recovery funding property rights, and providing timely, accurate and trained workforce—is critical to improving
(CDBG-DR) for Puerto Rico. information. To maintain both federal and economic growth, giving residents greater
After Hurricane Maria, the President issued a private/philanthropic partnerships, governance opportunities, and reducing inequities. Source: @ricardorossello via Twitter
major disaster declaration, and the Additional and policy need to promote transparency, Investments must be made to develop a skilled
Supplemental Appropriations for Disaster reflect appropriate regulations and procurement workforce that is prepared to meet today’s GETTING DOWN TO BUSINESS
Relief Requirements Act, 2017 (PL 115-72) processes, and be enforced adequately. challenges but flexible enough to adjust to A week before Hurricane Irma made landfall,
was signed into law including funds for the tomorrow’s opportunities. the Governor and Boston Scientific officials
Disaster Assistance Direct Loan Program
announced that the major medical device
(FEMA), Disaster Nutrition Assistance Pro- Finally, investments in natural capital
gram (USDA), and General Fund (National
Investing to promote disaster are necessary to protect communities and
manufacturer would be investing an addi-
tional $10.5 million in its facilities in Dorado.
Flood Insurance). recovery and enduring economic businesses from disasters and to provide food, Soon after, Boston Scientific was chartering
In February 2018, a third supplemental, Fur-
recovery fiber, and fuel; habitat for native species; and its own planes to bring food, clothing, and
ther Additional Supplemental Appropriations As Puerto Rico moves forward in its recreational and tourism opportunities. This emergency supplies to its employees and to
fly its products off the island in the storm’s
for Disaster Relief Requirements Act, 2018 (PL economic and disaster recovery, investing in natural capital is part of what makes Puerto
115-123), was signed into law and appropri- wake.
infrastructure, people, and the environment Rico a unique and desirable location.
ated an additional $28B in CDBG-DR funding,
will be critical to promoting economic and These additional costs—on top of recent
which was later announced to include $18.4 These capital investments have the potential changes to the tax code that diminish incen-
billion for Puerto Rico ($10.1 billion for Recov- social development and improving people’s to benefit all Puerto Ricans and to draw new tives that drew Boston Pacific to Puerto Rico
ery + $8.3 billion Mitigation). everyday lives. By making the investments investors from the Island, the rest of the United in the first place—significantly increased Bos-
flexible, resilient, and sustainable, Puerto States, and abroad by reducing the cost of doing ton Scientific’s cost of doing business there.
Rico can position itself to respond to future business and providing Puerto Rico with a How can Puerto Rico encourage companies
disasters—and set the stage for an economic comparative advantage moving forward. These like Boston Scientific to stay and attract new
landscape that is bound to look different capital investments are foundational to Puerto businesses? Investing in resilient and modern
in the future than it does today. To start, a Rico recovering from the disaster and reversing infrastructure, a skilled workforce, and Puer-
key set of foundational actions—increasing its economic decline. to Rico’s natural capital will go a long way
the ease of doing business in Puerto Rico, toward ensuring that companies have the
strengthening government capacity in day- Investing in physical, human, and natural resources and workforce they need to thrive.
to-day service provision as well as during capital does not just mean rebuilding these Lowering the cost of doing business by, for
assets—even to high standards—but also example, streamlining that makes business
disasters, making available high-quality data to permitting and regulation compliance pro-
guide decisionmaking and support transparent maintaining and protecting them in the future.
cesses more affordable will also improve the
governance, and promoting formal work and Small investments and forward-thinking business environment.

approaches now can have huge dividends moving forward and

are key to the long-term success of these recovery efforts.
Capital The nine capital investment priorities described in this plan are
investments intended to build a smarter, stronger Puerto Rico and provide the
foundation for economic growth. These investments restore and CAPITAL INVESTMENTS
provide the enhance physical, human, and natural capital. STRATEGIC INITIATIVES
Foundational
essential Future Focused
Physical Capital
foundation upon Strategic initiatives build on capital ENERGY
OCEAN ECONOMY (BLUEtide)
Integrate and promote all of Puerto Rico’s
which Puerto investments and focus on the future Transform the energy system to ensure it
is customer-centric and more affordable,
ocean-dependent industries and ecosystems
as a cohesive effort to promote economic
reliable, resilient, and renewable.
Rico will grow Capital investments provide the essential foundation upon which
TRANSPORTATION
growth, improve quality of life for residents,
and enhance the visitor’s experience.
Puerto Rico will grow and thrive over the coming years—while
and thrive over the strategic initiatives are sets of actions aimed at seeding and
Rebuild and strengthen maritime, surface,
and air transportation systems to move
VISITOR ECONOMY
people and goods flexibly and reliably. Develop a strong, sustainable visitor economy
the coming catalyzing specific areas for Puerto Rico’s growth (see figure on WATER
to help position Puerto Rico as a global
destination for tourism, investment, production,
Page 49). For this plan, strategic initiatives reflect an opportunity
years—while to capitalize on an asset or strength in Puerto Rico (e.g., oceans)
Rethink water systems to be more efficient,
reliable, and protected from future disasters.
and wealth.
DIGITAL TRANSFORMATION
the strategic or to close a gap that could hinder Puerto Rico’s economic
TELECOMM/IT
Modernize the telecommunications Build the digital capabilities and workforce
development or resilience. The eight strategic initiatives needed to fundamentally transform key
initiatives are sets system to ensure fast and reliable
residential, commercial, and emergency industry and government processes to become
described in this plan are intended to encourage a growing focus communications. more user-focused, relevant, and efficient at
of actions aimed on these opportunities. The initiatives comprise cross-cutting PUBLIC BUILDINGS addressing local needs and delivering basic
services.
Build back stronger and more resilient
at seeding and actions that create an ecosystem of investable projects, supportive buildings that meet today’s standards, ENTREPRENEURSHIP
policy, accessible and sustainable resources, and a clearly defined mitigate against future disasters, and
catalyzing specific direction.
encourage innovative designs.
Expand opportunities for entrepreneurship
and development of small to medium local
HOUSING businesses that can compete globally to
areas for Puerto Repair and rebuild safe, secure, and promote economic development.
affordable residential housing.
Rico’s growth. Recovery investments are interdependent ADVANCED MANUFACTURING
Address policy and structural barriers to
Disasters do not happen in silos and neither can disaster Human Capital increase opportunities for investment, expand
public-private partnerships, and promote
HEALTH AND WELLBEING
recovery. Prior disaster recovery efforts and Puerto Rico’s innovation, learning, and coordination
Rebuild and enhance the health and social throughout the economy.
experiences with Hurricanes Irma and Maria have underscored service infrastructure and regional health
the importance of understanding cross-sector interdependencies networks to ensure reliable and equitable AGRICULTURAL TRANSFORMATION
access and health-promoting communities, Modernize agriculture to promote greater
and coordinating across sectors during economic and disaster including an efficient and effective response productivity and output, and improve exports.
in the event of public health crises, disease
recovery efforts. Understanding cross-sector interdependencies outbreaks, and other future disasters. 21ST CENTURY WORKFORCE
(not limited to just those among physical infrastructures) will EDUCATION Develop and protect an educated world-class
help to ensure that recovery and rebuilding plans account for Transform the education system to produce workforce, increase labor force flexibility, and
competitive graduates with the knowledge create high quality employment opportunities
ways in which failures in one sector can affect other sectors, and and skills needed to adapt to changes in the aligned with economic growth strategies.
economy, the environment and technology.
investments in one sector can help to improve the health and EMERGENCY SERVICES MODERNIZATION
performance of another. Enhance public safety and first responders’
ability to deliver reliable, modern, and
Natural Capital
Completing a thorough analysis of cross-sector interdependencies NATURAL ENVIRONMENT
integrated emergency services.
across the entirety of Puerto Rico is no small feat. But the Restore, plan for, and develop marine and
hurricanes highlighted a few key interdependencies that should terrestrial ecosystems so that they coexist
sustainably with the economic development
be carefully considered in ongoing recovery planning efforts. of Puerto Rico and protect against storm
damage.
The figure on the following page provides examples of these
interdependencies and how failures in one system led to failures

in another during and after the hurricanes. In particular, four Interdependencies among critical infrastructure systems
systems—energy, transportation, water and wastewater, and
communications—are considered lifeline systems because
practically every critical social service relies on having access to
each of them. Additionally, these lifeline systems depend on each Lifeline systems
other to operate. Ensuring the reliability and resilience of these
critical systems is foundational to all recovery efforts. Lack of
power And without
Having a good understanding of cross-sector interdependencies put 95%
of cellular those lifeline
alone is not enough. Coordination and collaboration among sites out of
service. systems:
sectors is essential to ensuring that a systems view drives
COMMUNICATIONS/IT ENERGY Many heathcare
recovery efforts, and that actions taken across sectors are facilities were not
scoped, sequenced, and carried out in an efficient manner. For open, and people
were unable to travel
example, a key action for the energy sector is to bury high-risk Transportation to those that were.
power lines underground, and one for the transportation sector damage led to Without power for
Lack of transporta- closed ports un- pumps, drinking water
is to repair surface damage to the transportation network. tion limited the fuel able to accept fuel was unavailable and
shipments, while
Since underground powerlines are often collocated with roads, supply for generators
the ability to move
wastewater systems
to restore communi- overflowed. Emergency
burying the powerlines in advance of restoring the roads will cations. goods and people
services were
was disrupted by
ensure that the road does not need to be repaired twice. A lack losses in power.
immobilized.
of coordination or sufficient situational awareness on the part of

one or both sectors could lead to process inefficiencies, ultimately
delaying recovery efforts. Over three quarters of the actions TRANSPORTATION WATER
listed in the “Detailed Actions” section of this plan depend Washed out Many businesses
roads limited were not open, stores
directly on one or more other actions being taken. While this access to could not get supplies,
repair water and people could
plan does not prescribe a way to sequence actions or specify infrastruc- often not get to those
details of how coordination and collaboration ought to occur ture. that were operational.
among sectors, the courses of action comprising this plan were
developed bearing in mind cross-sector interdependencies. The
plan highlights actions for Puerto Rico to:
• Start with a strong foundation: This section of the plan
describes the actions that affect or feed into all systems and
other recovery actions
• Build community resilience, modernize infrastructure,
and restore the environment: This section begins with a
description of the critical capital investments needed to rebuild
and strengthen lifeline systems – those systems all other
systems depend on. This section concludes with a description
of the remaining critical capital investments needed for
economic growth
• Focus on the future: This section describes a suite of future-
focused strategic initiatives that capitalize on a unique asset
or strength in Puerto Rico (e.g., oceans, tourism) or to close a
gap that could hinder Puerto Rico’s economic development or
resilience to future disasters.

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
This owner of a
all of the priorities discussed later in the plan. These precursors are
restaurant is back
discussed in detail below.
in business after
Hurricane Maria.
GDA via AP Images

PRECURSORS TO
Left to right: Kai Griebenow/fli kr, Lorie Shaull/Flickr,Shannon Stapleton/Reuters

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 PREPARING FOR AN UNCERTAIN FUTURE
systems and capital improvement projects (CPCB As Puerto Rico moves forward, some aspects of the recovery will be influenced by conditions that
11). Coordinated planning of recovery investments are beyond the control of local decisionmakers. These factors may shape not only the need for
(especially those related to infrastructure systems) certain actions (e.g., preparing for an aging population) but also whether actions taken today will be
successful in the long term (e.g., is new water distribution infrastructure sufficient to meet future
LOCATING COURSES enables hazard risk to be examined and addressed
demand?).
OF ACTION ASSOCI- across sectors and at a neighborhood, municipal,
and/or multijurisdictional scale. Such planning Governance: Future changes to the institutions, laws, and policies that now govern Puerto Rico
ATED WITH SPECIFIC
will also be critical to reduce fragmentation in would shape its ability to recover and would influence the outcomes of the best-laid plans. For
PORTFOLIOS example, if the U.S. Congress were to alter the Jones Act governing U.S. maritime commerce or
the delivery of federal resources (over time and
Some specific courses of were to restore the 1976 tax incentives that encouraged manufacturing in Puerto Rico, it could have
across programs), increase return on investment, significant positive implications for the local economy.
action are highlighted in
the following chapters. In
and reduce future losses. Enabling this with teams
Climate and extreme weather: Puerto Rico is vulnerable to climate-related stressors (e.g., rising
such cases, the course of of experienced planners who ensure investment
temperatures, changing precipitation patterns, sea-level rise) and extreme weather and its effects
action identifier is included collaboration and coordinate input from all
(e.g., hurricanes, storm surge, landslides, and erosion). But predictions about future trends are
in parentheses. All cours- sectors will facilitate infrastructure planning and uncertain. Will storms continue to grow in intensity as they have for 20 years? Will sea levels rise an
es of action identified for transparency, and will help integrate sectors needs inch every 15 years, as the EPA predicts? Investing in efforts to mitigate these risks hinges heavily on
the precursors to recov-
during development and implementation. assumptions about what the risks will be.
ery, capital investments,
and strategic initiatives Recovery plan implementation would be further Economic conditions: Puerto Rico’s ability to recover depends on both global economic con-
are located, by respective improved if government services are planned more ditions (e.g., economic growth and international trade patterns) and local conditions (e.g., growth
portfolio, at the end of this patterns in different economic sectors and policies that improve the ease of doing business) —all of
efficiently and delivered more cost-effectively.
document (see Detailed which are uncertain in the long term. For example, the tourism industry is sensitive to employment
As municipal budgets decline from falling tax and interest rates, which affect people’s ability to visit or invest in Puerto Rico.
Actions).
receipts, outmigration, and declining state subsidies,
municipalities will need to find efficiencies in 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
their operating budgets to continue delivering
of 0.5 percent to 1.2 percent between 2019 and 2023. However, the long-term population and its
basic services. A small number of municipalities makeup are deeply uncertain, and many recovery initiatives hinge on right-sizing infrastructure and
have created consortiums to explore sharing systems to better match the population. For instance, the number and location of schools will de-
services, with limited success. A transparent, finite pend on how many and where students live in Puerto Rico. To ensure delivery of health and mental
decisionmaking process will be required to engage services to those in need, health clinics or telehealth options will be needed to improve access to
the Government of Puerto Rico, the 78 municipal individuals across the Island. Similarly, investments in water distribution infrastructure must be
tailored to the demand.
governments, citizens, and other stakeholders
and culminate in adopting and funding a regional Technology: Technological advancements in any field can create the space for new approaches to
service delivery and planning model (MUN 7). This address a need or can change the effectiveness of existing resources or chosen paths forward. For
action is administrative, and while it will require 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
some time to change an activity, it is not costed for
make and store energy in close proximity to where it will be used and make investments in more
the purposes of a recovery budget. conventional methods less desirable.

Make high-quality data available to support Enhance local capacity to secure and manage
better decisionmaking recovery funds
Collecting and making available high-quality data and Training is needed to build local capacity to adequately apply
information can reduce uncertainty for investors and the for, secure, and manage recovery funds (MUN 16). Where local
public at large and lead to more informed decisionmaking by personnel lack expertise or experience, specialized labor may
Collecting and
government and local leaders (ECN 6). Such efforts will require need to be imported. Sharing lessons learned from procurement
making available • maintaining transparent property records and tax rolls and
experiences in prior recoveries (e.g., Hurricane Katrina,
high-quality data Hurricane Sandy) would also help to build local capacity to
enforcing property rights to ease transaction burdens in
manage funds. Convening chief acquisition officers, contract
and information property markets
officers, and other procurement experts from the contiguous
can reduce • presenting timely, audited financial reports United States (particularly Louisiana, New Jersey, and New York,
• improving the process of collecting and storing basic economic which have experienced natural disasters and recovery efforts),
uncertainty for along with officers and experts in Puerto Rico, would provide
information, such as gross domestic product/gross national
investors and product and tourism satellite accounts (an economic measure a forum for individuals with post-disaster experience to train
Puerto Rican procurement officers, share best practices, advise
the public at of tourism)
on possible shortcomings, and provide recommendations (CPCB
large and lead to • providing information about public-sector policies and 13).
programs to interested parties
more informed
• compiling and maintaining inventories of public buildings, and
decisionmaking Maximize the impact of available federal
• gaining a better understanding of how to facilitate system-wide
by government funding
infrastructure-related decisionmaking.
and local leaders. At the state level, the Government of Puerto Rico will need to set
Broadly, the transparency and accessibility of government aside at least $10 billion in unrestricted CDBG-DR funding to
services will need to be increased, for example, by instituting serve as a match for other federal grants to repair roads, public
e-government portals, 311 systems, and other technology-based buildings, and other infrastructure (ECN 36). The success of
systems (MUN 9). In addition, online platforms that track and projects funded with federal funds will be enhanced by fiscal
publicly report key performance indicators for state and local responsibility initiatives, as documented in the fiscal plans,
services in a standardized format can help citizens monitor and that strengthen the Government of Puerto Rico’s revenue base
evaluate change in Puerto Rico (MUN 18). Such systems will help (e.g., ECN 4), which can help Puerto Rico regain meaningful
government deliver services more efficiently, saving taxpayer access to credit markets and decrease investor uncertainty.
dollars and improving service outcomes for citizens. Transparency efforts are discussed further in the “Commitment
The number and size of grants received for rebuilding is likely to Transparency” section of the plan.
to be much higher than Puerto Rico’s grant management At the municipal level, many governments are in financial
workforce has experienced historically. In addition to investing in distress, leaving them unable to address expenses from
technology, strengthening and expanding financial management emergencies. In addition, many individuals and private-sector
personnel to ensure funds are managed efficiently and spent entities lack disaster insurance. Starting smart at the municipal
in accordance with regulations and accounting practices will level means setting aside money (e.g., from tax revenues) for
be needed to reduce uncertainty and improve decisionmaking an emergency fund before the next disaster (MUN 1). This
(CPCB 12). would allow each municipality to access financial resources
for extraordinary expenses not immediately covered by day-
to-day operating budgets and/or by insurance in the event
of emergencies and natural disasters. Local management of
emergency funds can increase the speed and effectiveness

FEMA Hazard Mitigation Grants may be available to support the

Municipalities will need technical assistance to develop plans that are
need for more resilient infrastructure, and U.S. Small Business
aligned with the overall economic development goals for Puerto Rico
Administration programs may be available to support other local
business needs. Workforce development programs may be funded
by several federal agencies, including the U.S. Department of
Labor, U.S. Department of Education, or U.S. Environmental
Protection Agency; in addition, nongovernmental organizations
and philanthropic donors may support a number of educational or
workforce programs.
Public capital investments augment Increased productivity means higher
the production of goods and services incomes for people and profit for
in the private sector firms and additional tax revenues
Increase the ease of doing business
As noted in a recent World Bank Group report (World Bank
Group, Doing Business 2018: Reforming to Create Jobs. Economy
Profile: Puerto Rico [U.S.]), financial and non-financial costs
of doing business (i.e., transaction costs) are relatively high
in Puerto Rico. In order for any capital investments to be put
to best use, these costs should be lowered using policy levers
Increased taxes from those goods and Higher incomes for people mean related to permitting, taxation, occupational licensing, and
services maintain these investments they have the ability to buy more
in both the public and private sectors goods and services other regulations that impede commerce, both internally and Presidencia República Dominicana/Flickr
externally (ECN 1). Policy actions aimed at decreasing the

costs of doing business are consistent with both the Governors
proposed New Fiscal Plan and the Certified Fiscal Plan (certified
of emergency response and recovery. Preparedness can be by the FOMB). While the efficacy of any of these policies is Policy actions
enhanced further by setting up a common coordinated process likely dependent on the external economic environment, the aimed at
(led by the Puerto Rico Planning Board) that can be followed by effectiveness of any capital investment or strategic initiative will
all municipalities needing a resilient recovery and reconstruction only be enhanced through actions that lower the cost of doing
decreasing
plan ($35-40 million upfront) (CPCB 9). Funds will also be needed business in Puerto Rico. These efforts would likely build on steps the costs of
to support local disaster recovery managers ($11.2 million for Puerto Rico has already taken in this direction.
40 full-time managers) who can support municipal governments
doing business
Lessons learned about how policies and trends have impacted
planning and implementing multiple recovery projects. are consistent
economic recovery in other countries may also inform Puerto
Rico’s recovery (see box on page 61). with both the
Support planning at the local level The U.S. federal government can also help to decrease costs, Governors’
Beyond establishing local control of emergency planning and for example, by undertaking the following actions which would proposed New
funds, communities are more likely to work in an organized likely contribute to lowering the costs of doing business: a) full
and efficient manner when they have determined a vision for exemption of Puerto Rico from the provisions of the Jones Act Fiscal Plan and
economic development prior to a disaster. Having such a vision (ECN 44) or a special exemption for certain Special Economic the Certified
provides a post-disaster target to aim for and helps ensure Zones, (e.g., Port of Ponce); and b) inclusion of Puerto Rico in
the Stevens Amendment (ECN 45), which would allow foreign
Fiscal Plan.
that the vision is not overlooked due to immediate needs and
the stress of an emergency. Municipal and regional economic cargo and passenger aircraft to proceed to the continental U.S.
plans will need to assess available local workforces, provide following a stop in Puerto Rico. Title 49 Section 41703(e) of the
additional education and training where needed, and identify U.S. Code allows foreign cargo aircraft that stop in Alaskan
infrastructure needed to support industry locally (MUN 12). airports to proceed to other cargo airports within the U.S. This

is not allowed for any other airports within the U.S. Since the
LESSONS LEARNED ABOUT ECONOMIC
passage of this “Stevens Amendment,” Alaska is now a major
RECOVERY COULD INFORM PUERTO
international air cargo hub serving flights in the Asia-North
RICO’S RECOVERY
America routes. Adding “Puerto Rico” to the law will boost air
cargo activity and create additional economic opportunities for Republic of Georgia
the air industry in Puerto Rico. The inclusion of Puerto Rico After the chaos of the first post-Com-
in this exception should be paired with authorizations from munist decade, Georgia embarked on
the federal Department of Transportation to allow for cargo a program of deregulation, privatiza-
transfers; Alaska, the Mariana Islands, and Guam currently enjoy tion, and streamlining bureaucracy to
these benefits. This initiative should also work to reestablish fuel growth and reduce corruption, be-
coming one of the best performing economies
the “transit-without-visa” program in Puerto Rico, with all the
during that period. Armed conflict with Russia in 2008
necessary security requirements and safeguards. This should and the Great Recession temporarily slowed Geor-
make it easier for people to visit the Island. These policies would gia’s economic growth and increased the public debt.
likely result in lower prices and increased economic growth, but Though Georgia has continued liberalization and tech-
would require action by Congress. nological reforms, as a small economy without valuable
natural resources, it remains subject to the economic
trends of its large neighbors and the global economy.
Reduce barriers to formal work and
incentivize workforce training Republic of Ireland
Economic growth results from increasing the quality and Ireland experienced a dramatic shift
in economic fortune from the 1980s
quantity of factors that contribute to the production of goods
to the 1990s because of increasing
and services (these factors include land, labor, capital, and globalization and policies includ-
entrepreneurship). Thus, any laws, policies, or regulations that ing investment in secondary education
artificially distort the labor market and raise labor costs could and low taxes for businesses, which attracted
hamper growth. Training programs can help new or returning multinational corporations to locate in Ireland. The
workers develop in-demand skills, lowering barriers to workforce subsequent economic boom from 1995 to 2007 became
known as the “Celtic Tiger.” A pattern of poor land-use
(re)entry and reducing dependence on the public sector for
and financial regulation, leading to a housing and land
income. Standing up a workforce development system in high- speculation bubble and collapse in 2008, contributed
demand occupations across multiple sectors, especially for to a deep decline in the Irish economy during the global
vulnerable populations, would increase the supply of available financial crisis and the subsequent Great Recession.
talent, increase income for the trained individuals, fill jobs, and During the crisis, Ireland’s government made commit-
improve efficiencies in the delivery of education and training ments to cover their banks’ debts through austerity
measures consisting of reducing government spending
(ECN 2).
and raising individual income taxes. A memorandum of
understanding with the International Monetary Fund
(IMF), European Union (EU), and European Central Bank
(ECB) allowed Ireland to borrow 85 billion euros at low
rates in return for taking steps to stabilize the economy
and banking system while continuing to take responsi-
bility for its debts. Finally, Ireland’s economy began to
recover, driven again by the information technology (IT)
and finance sectors and multinational corporations.
Andrea Bajandas/FEMA
PRELIMINARY DRAFT—JULY 8, 2018 | 60 | | 61| |61 | PRELIMINARY DRAFT—JULY 8, 2018

6
Capital investments
Physical capital | Human capital | Natural capital
Transform the Rebuild and

energy system strengthen mari-
time, surface, and
air transportation BUILD RESILIENT
COMMUNITIES, MODERNIZE
INFRASTRUCTURE, AND
Rethink water
systems
Modernize the
telecommunica- RESTORE THE NATURAL
ENVIRONMENT
tions system
Nine objectives define these capital investments—in infrastructure,

Repair, rebuild, Repair and human, and natural capital—needed to help achieve the goals that are
and right-size rebuild resilient outlined in the plan. To build the strong infrastructure and systems that
public buildings residential hous-
inventory ing and commer- Puerto Rico needs to support an enduring economy and a thriving society,
cial properties
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.
Transform the Rebuild and This section begins by describing the capital investments needed to restore
education system enhance health
and social ser-
and strengthen the four lifeline systems: energy, telecommunication/IT,
vices infrastruc- water, and transportation. Then, needed capital investments in
ture and regional
health networks 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
Restore, plan capital that priority. Given the breadth and scope of recovery, over
for, and develop n Physical capital
the natural envi- 270 specific recovery actions were identified for the objectives
ronment n Human capital Natural
capital
overall. A brief description of these more detailed actions, their
n Natural capital CAPITAL
estimated costs, and possible funding sources and implementers
INVESTMENTS can be found at the end of this plan.
PRELIMINARY DRAFT—JULY 8, 2018 | 63 | PRELIMINARY DRAFT—JULY 8, 2018

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.
Solar panels being
installed in Caguas. In addition, PREPA faces enormous challenges: more than $11 billion
FEMA/Yuisa Ríos
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.
Physical
TRANSFORM THE ENERGY
capital
SYSTEM Taking Action
Enacting a new vision for the energy sector is an opportunity to
THE FUTURE IN FOCUS literally power the future of Puerto Rico. This effort will need to
Customer-centric, affordable, reliable, and scalable focus on customers first, financial viability “on both sides of the
electricity that incorporates more renewables, microgrids, meter,” reliability and resilience, sustainability, and powering the
economic engine of the Island. With coordinated planning and
and distributed energy resources and can drive new
analysis, substantive input from all the stakeholders, and thoughtful
businesses and employment opportunities and support
stewardship of resources, Puerto Rico will be able to ensure that the
residents’ well-being 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
Issues to Address
Government of Puerto Rico is leveraging the knowledge of world- strategies and
The complete failure of Puerto Rico’s electricity grid was, and still
class technical experts and all key stakeholders to help inform a truly details about cost
is, emblematic of the magnitude and longevity of the disaster. One
innovative and sustainable path forward. Below is a comprehensive and funding in
hundred percent of Puerto Rico was without power as a result of the
overview of the many activities that can and must occur for this the last section of
hurricanes and, even nine months after Hurricane Maria, power
transformation. However, the exact pathway to be chosen among these this plan
has not been fully restored to all Puerto Ricans. Without power,
activities can only be determined once the technical and economic
many other systems failed and were unable to return to full service
tradeoffs between these courses of action are fully understood
for weeks and even months—telecommunications/IT, water, and
and the financial constraints are more clearly defined. Ongoing
transportation, to name a few. However, Puerto Rico’s electricity grid
activities and analysis that will clarify the pathway and enable sound
was vulnerable before the hurricane, and the disaster was, in fact,
decisionmaking are well-underway and include, without limitation:
many years in the making. The Island’s power system infrastructure—
key portions of it traversing remote and mountainous terrain— • Development of the 2018 PREPA Integrated Resource Plan (IRP) and
was poorly maintained, aging, and prone to blackouts. Powered other planning within PREPA
predominantly with imported fossil fuels (with renewables providing • Extensive modeling and analysis by U.S. Department of Energy
only 2 percent of the generation), electricity has been both expensive National Laboratories, coordinated by U.S. DOE Headquarters and

PREPA’s workforce serves the majority of implement a predictive maintenance effort (ENR 4).
energy customers Due to ongoing planning and potential privatization of PREPA, and
to potential changes in the electricity sector’s regulatory jurisdiction
and asset ownership, the roles and responsibilities of Government
of Puerto Rico agencies in the energy sector will need to be
SERVING WITH
clarified. Associated with this effort is the degree of transparency,
1,500,000 6,227 accountability, and interrelated lines of authority between regulators,

energy system operators, legislators, and executive officers (ENR 26).
CUSTOMERS EMPLOYEES Achieving the vision for Puerto Rico’s energy sector calls for a
workforce with the ability to install, operate, and maintain an energy
system for the future and keep the power on during emergencies.
The workforce will need to be right-sized, new workers trained, and
existing personnel retrained. A skilled workforce can drive energy
shared with PREPA
system transformation, speed recovery from power loss events, and
• Supporting modeling and analysis undertaken to support the drive economic growth from a steady, reliable energy supply (ENR 18).
development of this plan, including development of sophisticated
power grid models by experts at MIT/MIT-Lincoln Labs Improve, harden, and maintain electricity infrastructure
• Modeling and analysis of future visions for the electricity grid by Grid assets will need to be hardened, especially when it comes
faculty at the University of Puerto Rico and their collaborators to supporting critical infrastructure—water, communications,
manufacturing, health services, and schools— and emergency
The courses of action presented herein were collaboratively developed
response so that hospitals can care for the injured, first responders
and have been extensively vetted with a broad range of stakeholders
can dispatch 911 calls, and water pumps continue to work (ENR 5).
and published plans that include expertise from utilities, regulators,
Critical infrastructure also requires backup power solutions and
federal and state agencies, community and municipalities, nonprofits,
detailed plans prior to any future bulk power system failures (ENR
and industry. Collectively, these actions describe what will be needed to
17). Solutions for reliable power can also be established and deployed
transform Puerto Rico’s energy sector. Exactly how, when, and at what
for individual consumers, such as those with electricity-dependent
level to execute these actions, including how to select among the many
medical devices, in case of electricity failure (ENR 16).
activities within them, will be decided in the months ahead through the
collaboration constructs between federal and state agencies and external Private standby and baseload generation that provide backup power
stakeholders that have been established on the Island post-Maria. can be enabled in both a regulatory and technical sense. New policies
The descriptions below are intended to provide an illustration of the are needed to clarify that consumers have a responsibility to plan
complexity and range of choices that remain to be made. for a power outage of a reasonable duration, and these emergency
backup systems will need to be inspected and maintained to ensure
Foundational requirements for the health of the energy compliance. Technically, site-specific strategies include expanded
sector availability and capability of existing and new generation to provide
black start capabilities, relocation of existing electricity assets, and the
To improve the quality, reliability, and speed of recovery of electricity
adoption of cost-effective grid-scale batteries (ENR 15).
in Puerto Rico, the grid will need to be rebuilt and maintained to
adhere to industry best practices—tailored to the unique conditions in Infrastructure that supports the electricity grid such as control centers,
Puerto Rico—and regulators will need to ensure timely and continual communication systems, and collection systems will also need to
compliance and enforcement with established standards (ENR 1). be hardened to withstand future disasters. For example, PREPA’s
Operations and maintenance will need to be performed routinely and communication backbone suffered considerable damage from high
based on periodic risk assessments, and the industry best practices winds, flooding, and other threats, thus preventing normal system
established in the first course of action described can help inform and operations/billing, and requiring expensive temporary solutions (ENR

3). Improvements in this supporting infrastructure will allow for the modern economy. Energy generation on islands is often challenging and costly, due
grid to implement technologies that provide real-time information and grid to factors such as high-cost imported fuels and the inability to leverage the
control to keep the power system operating and/or speed its recovery (ENR resilience and efficiency benefits of being connected to a larger grid. The
11). Also dependent on improved communications infrastructure and to goals for Puerto Rico’s energy sector are to diversify its energy sources
ensure rapid response to and recovery from an emergency, data, information to be less dependent on pricey imports and establish energy policies,
technology (IT), and operational technology (OT) systems can be deployed production, and public-private partnerships that can energize economic
to inform decisionmaking. This includes creating a robust data inventory of growth.
assets, acquiring communications systems to support inventory management,
Determining the best path forward will require assessing the potential
improving coordination stakeholders responsible for critical infrastructure,
for all types of renewable energy (wind, solar, biomass, hydro, tidal, etc.),
and bringing PREPA’s IT and OT systems up to date to enhance their ability
as each has its pros and cons; evaluating the possibility of revitalizing
to rapidly identify threats, outages, and anomalies, and quickly provide data
hydropower facilities across Puerto Rico, especially facilities with black
insight into repair progress (ENR 19).
start or islanding capabilities; and potentially promoting the development of
Specific asset improvements will need to be made to reduce vulnerability to prioritized siting of renewable energy (ENR 23). Ongoing analysis is needed
both flooding and high windspeeds. In some cases, these improvements can to help inform the tradeoffs between these and other choices for the grid.
be complementary; in others, tradeoffs will need to be made based on the
The power system will need to be designed and built to meet current
modeling and analyses currently being conducted about system design and
and future projections for demand, including right-sizing and relocating
asset improvements. As an example of the type of improvements that can be
assets as required (ENR 14). This right-sizing also includes locating new
made, electrical assets that are vulnerable to flooding can be strengthened,
generation closer to demand and/or critical loads. Before new generation is
elevated, moved, and made more resistant to damage—or decommissioned
built, decisions will need to be made about how best to integrate distributed
if the risks are too costly to mitigate (ENR 6). Similarly, assets that may not
generation assets across the whole system (ENR 22). A significant portion
withstand high winds can be hardened or decommissioned. Some of these
of the generation system must be rebuilt; however, some generation assets
efforts (such as installing poles more resistant to damage) have already
proved resilient and others were built while power was being restored.
been implemented in the restoration process (ENR 7). Ancillary services
Maintenance for these assets may need to take priority over that of newly
that support the electric system and make it more resilient in outages will
built facilities to mitigate the risk from future storms and to manage costs
need to be improved (ENR 10).
(ENR 8).
Design, build, and maintain an electricity system with As long as fossil fuels remain a substantial fraction of generation capacity,
“islandable” portions of the grid the energy sector’s ability to operate will depend on having a supply
of these fuels and the ability to distribute it to power plants. Given the
Major portions of Puerto Rico’s electric grid may need to be completely
difficulty of both importing fuel and being able to transport it after the
rebuilt for the future. A smarter grid will integrate “islandable” portions
hurricanes, redesigning the fuel supply chain from port to end use is
of the grid that can balance generation and load to continue delivering
critical. To prepare for future disasters, storage facilities will need to be
localized electricity if the electric grid fails (ENR 2). Modeling efforts are
expanded and fuel stockpiled; the number of delivery trucks and trained
currently being performed to determine the optimal design of a system
personnel to drive them increased and strategically positioned to provide
architecture that incorporates technically feasible, resilient, and financially
a ready response; and existing shipping ports expanded to accommodate
viable solutions. The inclusion of microgrids in the system has been decided
periods of high demand. This approach hedges against spikes in fuel prices
and a microgrid rule has been established by the regulatory body of Puerto
and allows emergency fuel to be distributed to geographically dispersed
Rico. How these are optimally integrated in the future system requires
areas (ENR 9).
collaboration and further conversation with many decisionmaking bodies in
Puerto Rico.
Enhance the emergency preparedness and response of the
energy system
Diversify energy sources to reduce reliance on imported fuel
Electricity system improvements should be made in service of economic
Beyond the resilience efforts, Puerto Rico has the opportunity to be a global
growth and managed and maintained through a framework of good
leader in new island energy—the production of energy through renewable
governance. This effort is expected to create an initial plan that is reevaluated
yet physically strong assets that empower diverse industries across the
and updated on a regular schedule, and could include implementing

A new radome
preparedness best practices such as updating mutual aid agreements, under construction,
pre-positioning equipment, materials, and personnel, and streamlining the after the previous
incident command system (ENR 21). Pre-positioning efforts are expected to radome was
include assessing the optimal level of material and workers needed for each damaged by
portion of the grid (ENR 13). Hurricane Maria.
FEMA/Eduardo Martinez
The federal and state emergency response should be coordinated with the
private sector to improve the response to outages, access to information, and
the use of available resources (ENR 12).
To reduce the time and cost of energy restoration after an emergency, new
investments could be made in maintenance and operations, standardization
of components, relocation of transmission and distribution assets to improve
access, stockpiling of rapidly deployable grid restoration assets, installation of
additional assets to reduce failures, and redesign of some existing generation
and substation units (ENR 20).
Enable economic growth in a stable governance structure

Economic growth is the context by which the system improvements are taken,
and governance provides a framework by which the system is managed and
maintained. To support economic growth, energy needs to become more
affordable and prices more predictable.Toward this end, goals for the quantity
and type of energy sources to be generated will need to be established, the
Physical
MODERNIZE THE
costs and benefits of alternative generation resources evaluated, incentives
for private investment assessed, and a workforce developed that can maintain
capital
TELECOMMUNICATIONS
the costly investments that will be made in generation (ENR 24).
SYSTEM
The energy sector cannot deliver on the vision of providing a modern energy
system that is affordable, reliable, renewable, scalable, and redundant without THE FUTURE IN FOCUS
the appropriate regulatory policies in place that respond to the needs of
customers. A suite of energy sector regulations will be required to align the Fast, reliable and resilient residential, commercial, and
needs, resources, monitoring, incentives, and feedback to deliver on this emergency communications that drive Puerto Rico’s
vision, contribute to economic growth, and facilitate the efficient achievement economy, prosperity, and well-being
of energy-related strategic objectives in this plan (ENR 27).
To empower local decisionmakers, actions can be taken to increase the
Issues to address
capacity for municipalities to make decisions concerning energy systems.
Helping municipalities manage the decisionmaking and implementation Puerto Rico’s communications infrastructure has been in a fragile
process can help advance efforts to meet Puerto Rico’s broader renewable state for some time, creating challenges for both day-to-day operations
energy goals (ENR 25). 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

location of some cellular tower sites made regular maintenance capability (CIT 3). The prior lack of dispatch capability has meant
a challenge. Additionally, the predominant part of Puerto Rico’s that a 911 operator must use telephone lines to call a first responder
telecommunications infrastructure, including cellular backhaul, has (police, EMS or fire) operator who then dispatches via a separate
relied primarily on aerial fiber-optic cables. These conditions have system (typically radios) the needed first responders to the location
made Puerto Rico’s telecommunications infrastructure susceptible of the initial caller. After the disaster hit, most of the telephone lines
to damage from extreme weather and natural disasters, as happened were not operational, meaning 911 operators often could not call first
during Hurricanes Irma and Maria. Potential damage to cellular responder dispatch centers and many requests for emergency response
telecommunications service is of particular concern in Puerto Rico, received by the 911 centers were not able to reach the needed first
where over 80 percent of the population uses cellular phone or other responders. Fourth, locations must be established where the public can
wireless connection services to communicate. access the Internet and government information portals; municipal
“hot spots” can be used for that purpose (CIT 19). Finally, easy access
While numerous actions have been taken and are underway to address
to information and situational awareness (e.g., via status.pr) will be
near-term recovery needs and prepare for the current hurricane
important to ensure a speedy recovery process. For example, real-
season, Puerto Rico will need to consider how best to transition its
time information can help determine where to allocate resources
systems and processes to actions for mid- and long-term solutions.
during disaster response. Beyond supporting effective disaster
Government agencies and the private sector will have important roles
communications, better communications infrastructure is critical to
in these actions’ implementation and funding. To ensure effective
improving first responder operations more broadly. Currently, many
modernization of the telecommunications and information systems,
emergency medical service (EMS) crews and their hospitals require
Puerto Rico would benefit from implementing actions using proven
two dispatchers to radio communicate with one another because EMS
best practices, including those related to cyber and information
has its own Land Mobile Radio (LMR) system, while hospitals typically
security.
use the police LMR system and the two systems are not interoperable.
Options being considered to solve this problem include integrating
Taking action these LMR systems in the near-term using federal and cellular first
responder networks when they become available or using one LMR
Strengthen emergency communications systems to system for voice traffic and another for data traffic (CIT 1).
facilitate quick and effective disaster response
Create and sustain a robust and resilient communications
The ability to communicate is essential for effective and responsive
infrastructure, including widely available broadband
emergency services and government functions in the aftermath of a
Internet SEE THE FULL
disaster. Puerto Rico will need to develop a number of capabilities to
secure this type of robust emergency communications system. One Given the near catastrophic failure of communications assets during PORTFOLIO
such need is a system of communications assets that can be safely the hurricanes, creating and sustaining a robust and resilient
of communica-
stored when not needed and quickly deployed throughout the Island communications infrastructure is also a top priority of the recovery
tion/IT strategies
during an emergency to restore voice and data communications effort. A key challenge will be to transition from aerial fiber-optic
and details about
for disaster response, emergency services, and government cables to fiber-optic cables in buried conduit, which will greatly
increase the reliability and resilience of the communications network. cost and funding
functions (CIT 38). Different technologies including mesh radio and
To achieve this, the Government of Puerto Rico will need to consider in the last section
satellite networks are available to fulfill this function. This system
must include portable power generation to ensure independent how to incentivize private telecommunications providers —which own of this plan
operations and remote deployment. Second, since the power grid was over 90 percent of the Island’s telecommunications infrastructure—to
devastated during Hurricane Maria, building power redundancy and rebuild damaged networks using buried fiber-optic cable, and to use
standardized power back-ups wherever practical will be required for buried fiber-optic cable for new projects. One option that has been
public safety and government communications infrastructure (CIT well received by telecommunications providers is a “conduits project”
5). Third, Puerto Rico’s two 911 centers need redundancy—that is, in which the Government of Puerto Rico owns both the trenches and
additional 911 centers outide San Juan—and need to have dispatch conduits required for fiber-optic cables, and private providers install
and own the cables that would be run through those conduits (CIT 21).

One benefit of this approach is that it incentivizes telecommunications regions around the Island (CIT 15). The ring system will add to and
providers to bury fiber-optic cable, since the cost in time and money improve the availability of communication route options both within
for them to do so would be significantly reduced. Another benefit Puerto Rico and into or out of Puerto Rico to points globally in the
is that it incentivizes the deployment of broadband infrastructure event of natural disasters. Similarly, the increased communications
throughout Puerto Rico by greatly reducing the investments required capacity available with new cables may improve the performance of
by the private companies. the network during such events. When viewed both on their own and
with a cross-sector lens, these improvements will be critical for Puerto
Another opportunity is to engage with the Federal Communications
Rico’s vision of economic growth and resilience.
Commission (FCC), which has programs that encourage private
companies to provide telecommunications and internet services to
schools, hospitals and libraries, especially in rural or disadvantaged Establish governance structures to support and monitor
areas. In particular, the FCC’s E-Rate program offers funding, changing infrastructure
on a sliding scale of financial support, to support providing Effective communications governance can play an important role
telecommunication services to health clinics and schools and libraries. in ensuring modernization is done efficiently and effectively and
Access to this funding, supplemented by funding from other federal leads to transformative outcomes. An important step to ensuring
programs, such as the USDA’s Rural Broadband Program and the sound communications governance will be to establish a Puerto
Broadband Infrastructure Grants and Community Development Block Rico Communications Steering Committee that brings together
Grants offered by HUD, would help expand broadband service to all 78 all the relevant stakeholders to implement the vision of a modern
municipalities (CIT 22). telecommunications system (CIT 24). This committee will need
leadership support, discrete goals and objectives, and appropriate
A high-profile panel of nationally recognized subject matter experts,
authorities and resources to succeed where past efforts have not. A
industry leaders, and senior government officials charged with
feasible government-wide digital transformation strategy—with clear
developing a comprehensive broadband deployment plan (CIT 25)
priorities, needs, costs—is also critical to improve communications
will be needed to ensure the swift and effective rollout of the efforts
governance (CIT 16). Without such a strategy, valuable time and
described above. This panel could oversee the establishment of
resources may be invested in activities that do not transform and
government-sponsored municipal wi-fi hotspots, as well as the use of
modernize communications. In addition, a new Tier III or Tier IV,
federal programs to support the provision of telecommunications and
cloud-enabled data center for state-level information systems will
internet services to schools, libraries, and health clinics. This group is
expand the Government of Puerto Rico’s ability to perform essential
expected to play a key role in obtaining political and industry support
functions and deliver essential services efficiently—using government-
for the deployment plan, as well as full support from critical agencies
owned, highly available, scalable, and evolvable infrastructure
such as the FCC and HUD.
(CIT 17). Expand the scope of the Puerto Rico Innovation and
Telecommunications system resilience will also need to focus on Technology Service (PRITS) to include a focus on citizen-centered
undersea cables. Currently, undersea cables, which form the primary services and prioritize a “one-stop-shop” experience for accessing
method of communications to and from Puerto Rico, converge in the government services and information in an easy-to-use fashion (CIT
northeastern area of the main island, presenting a singular point of 34). Best practices will also be needed for ensuring digital inclusion
failure for high capacity communication. Efforts to address this will and accessibility, such as the ability to access government services
need to include the introduction of new undersea cable(s) and disaster- from mobile devices.
hardened landing sites that are located away from San Juan (e.g.,
Efforts to improve governance will also need to include creating a
in the SW as opposed to the NE of the Island) (CIT 10). Upgrades to
database of critical infrastructure (government and private sector)
existing terrestrial infrastructure for undersea cable communications
using an open, modular and standards-based approach for information
will be required to address known physical threats (e.g. flooding and
exchange and storage (CIT 18, CIT 37). Plans include a focus on
loss of power), which have negative, multi-sector impacts on disaster-
continued maintenance and expansion of status.pr, a website platform
related response and recovery efforts. An effective strategy should
launched in the wake of Hurricane Maria, that uses personal outreach
consider updating the undersea network infrastructure to incorporate
and crowdsourcing to update the media, public, and first responders
a communications ring system linking presently unconnected
about conditions across Puerto Rico (CIT 36). PRITS, in coordination

Many parts of Puerto Rico have no broadband provider
Take advantage of improved access to broadband services

and information technology for the betterment of Puerto
Rico
The Internet is one of the most important aspects of communications
infrastructure in society today. Puerto Rico has the opportunity
to transform its future by taking advantage of improved access
to broadband services and by utilizing information technology to
improve the health, well-being, and education of the people, as well
as spur economic growth. Widely available and affordable broadband
can reduce the “digital divide” between the more affluent and more
disadvantaged segments of Puerto Rico’s population. Furthermore, by
leveraging information technology services enabled by wider access
to broadband, the Government of Puerto Rico can help facilitate a DIGITAL STEWARDS
digital transformation that reforms how government serves its citizens PROGRAM CASE STUDY:
and prepares Puerto Rico to successfully compete in an evolving, RED HOOK, NEW YORK
Number of fixed residential broadband providers (2016) connected digital world. The Digital Stewards program, which
Federal Communications Commission
began in Detroit, was implemented
Following the example of successful models in Detroit and New York, in Red Hook, New York, by the Red
0 1 2 3 4 6 12 or more a “Digital Stewards” program is planned to train residents to install Hook Initiative following Hurricane
and service wi-fi hotspots in public housing (CIT 26). Participants of Sandy in 2012. As the lead for the Dig-
with COR3, is expected to oversee this effort, building on its ongoing the program learn valuable skills, build employment experience, and ital Stewards program, RHI became a
act as community liaisons for Internet connectivity and maintenance community hub of disaster response,
efforts to digitize government data, form data sharing partnerships, providing a gathering place for
and utilize “smart” devices such as Internet of Things sensors. Status. of hotspots in their communities. And the resulting government-
residents to charge phones, fill out
pr will provide data updates for ongoing government functions as well sponsored wi-fi access provides a way to decrease the “digital divide” FEMA forms, and check in with family
as critical information during disasters. many disadvantaged communities face. Another planned effort to members. RHI helped to organize
increase skills and improve outreach will be a public-private initiative volunteers, post updates on social
Streamlining the permitting and rights of way processes for the focused on providing digital skills training, entrepreneurship media, and increased the reach of its
installation of fiber-optic cable and the construction of cell towers programs, and access to new technologies for people throughout mesh wi-fi to serve more than 1,000
will be needed to increase efficiency of recovery efforts and get Puerto Rico (CIT 28). The initiative will operate through a network of
people per day. This wi-fi program’s
government “out of the way of the private sector” (CIT 13). Methods contribution after Sandy was recog-
innovation hubs and entrepreneur centers, training partnerships with nized at a White House-hosted FEMA
that encourage the coordination of trenching by state agencies and the schools, and outreach via mobile labs to rural and underserved areas. roundtable on emergency response
private telecommunications sector, for example, the “conduits project” best practices.
mentioned above, are a key component of these efforts. Given its location within the hurricane band of the Caribbean, Puerto
Rico is also well placed to incubate a resilience technology industry to In 2017, 92 percent of RHI Digital
Secure digital identity could be a key component to digital test resilient systems and construction processes that can withstand Stewards agreed or strongly agreed
transformation—facilitating financial transactions, contracts, and natural disasters. In this regard, a new Resiliency Innovation Network that the program helped them “learn
government services. It can also increase accuracy and reduce costs skills that allow them to succeed
across Puerto Rico is expected to build on existing Puerto Rico
associated with validation and access to government services, especially in the workplace and to make a
Science, Technology, and Research Trust (PRSTRT) and university difference in their neighborhood.”
in disaster recovery, when paper records can be inaccessible. An facilities to teach, test, and refine existing resilience products and Seventy-seven percent remained
assessment of secure digital identity including its reliance on resilient services, and develop new ones to enhance capability and stimulate employed or were actively pursuing
power and communications will be needed to help identify opportunities new commercial ventures (CIT 30). For example, PRSTRT resources further education within six months
and challenges from existing models to determine how Puerto Rico such as entrepreneurial programs and existing corporate ties could of completing the program.
might best leverage digital identity (CIT 27). be leveraged to encourage established companies to collaborate and

invest in resilience innovations; existing government ties to PRIDCO Water pipes and
could be leveraged for tax incentives and business credits; and the bridge foundations
Technology Transfer Office could be utilized to provide intellectual are constructed
property protection and negotiate licensing agreements. to replace a
hurricane-
A planned e-Construction Learning Lab pilot project will focus on damaged bridge in
digitizing hurricane damage assessment, permitting, and reporting Mayaguez.
processes in one Puerto Rican municipality (CIT 31). Findings from FEMA/Michael Medina-
Latorre
this project will feed into a feasibility and cost-benefit analysis for an
e-Permitting and e-Construction ecosystem across Puerto Rico. The
use of electronic tools and information systems is expected to deliver
greater process efficiency, cost-savings, flexibility, and independence
from paper-based methods, while increasing transparency.
By addressing issues of connectivity, human capital and digital
skills, public use of the Internet for a wide range of tasks, integration
of digital technologies into business practices, and digital public
services, such actions have the potential to transform Puerto Rico into
a digital society that stands as a role model in the western hemisphere
and world.
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,

PRASA’s workforce serves the majority of Restoring PRASA services required months of repairs
water and wastewater customers
86 days
95%
54 days
90%
SERVING WITH 38 days
80%
1,236,728 4,654 20 days

60%
26 days
70%
CUSTOMERS EMPLOYEES 15 days

50%
96% WATER
59% SEWER 7 days
40%
community water systems, private wastewater systems, individual

wells, and septic tanks. Further, water sources in rural areas are
often improperly protected from contamination, which compromises
drinking water quality and safety.
10 017
17
17
17
8
01
01
01
01
01
20
20
20
2
/2
/2
2
Contributing to these challenges is the limited availability of certified
0/
7/
1/
8/
1/
0/
3/
15
/4
/1
11/
2
/1
1/
2
/2
11/
10
9/
9/
10
12
operators and maintenance crews, monitoring and enforcement
officials, and general emergency preparedness. And, as with many of
Puerto Rico’s utilities, financial sustainability has been a daunting they finance repairs and improvements. In the long term, addressing
problem for PRASA, non-PRASA systems, and stormwater system legacy contamination, bolstering enforcement, and ensuring systems
operators. For PRASA, lost revenue due to leakage, malfunctioning are properly designed, monitored, protected, and maintained will
or incomplete metering, illegal connections to the water system, and help Puerto Rico’s water systems become more efficient and fiscally
delinquency rates have exacerbated financial challenges. Finally, flood sustainable. The Government of Puerto Rico intends to develop a
control infrastructure has experienced high rates of sedimentation, professional workforce to help ensure that maintenance and operations
which limits flood protection capacity, and many flood control assets are better managed, and that service is safe, reliable, and equitable.
have been undermaintained and were designed to outdated standards. Rebuilding and redesigning infrastructure to be more resilient, and
More broadly, water infrastructure and water management in Puerto improving planning, processes, and mitigation measures can also help
Rico were not designed with resilience in mind, yet more frequent and to address climate-related consequences.
intense precipitation events, droughts, and other stressors continue to
test water systems across Puerto Rico. Diversify energy sources, enhance emergency protocols,
and harden water infrastructure to keep services flowing
during disasters
Taking action To keep essential water facilities and assets up and running in
Looking ahead, the Government of Puerto Rico has an opportunity emergencies, PRASA and non-PRASA systems aim to devise ways
to redesign its water systems to be more reliable, safer, and more to diversify energy sources and use more off-grid renewable energy
resilient in the face of future disasters, climate and population- and storage as permanent power sources. For PRASA, this could
related stressors, and extreme weather. In the short term, PRASA, include installing distributed solar power generation and battery
municipalities, DNER, and the managers of other water systems will storage, increasing the use of hydropower by optimizing PREPA hydro
need the liquidity and financial management capabilities, as well facilities, maintaining a reserve inventory of solar panels, using
as the workforce, to handle the potentially large influx of capital as biosolids as an energy source, using modular reactors, and developing

resilient microgrids (WTR 3). PRASA also intends to reduce its use Build PRASA’s wastewater systems for the future, and
of electricity through demand management strategies (WTR 3), and educate residents to help keep them clean
non-PRASA systems propose to increase off-grid renewable energy, PRASA intends to repair, replace, or improve wastewater treatment
upgrade electrical systems, and right-size and stockpile backup plants and sanitary sewer collection systems to maintain regulatory
generators (WTR 32). standards in a manner that anticipates future capacity needs and
PRASA plans to implement new emergency management protocols to follows industry best practices (WTR 11). To keep wastewater systems
improve its capacity to deliver resilient services to hospitals, schools, flowing, the agency aims to educate Puerto Ricans about the proper
and other critical customers during emergencies (WTR 30). In the disposal of fats, oil, and grease, and other damaging, unauthorized
long term, the agency intends to relocate assets that are in flood releases into sanitary sewers (WTR 10). PRASA proposes to cut the
zones or redesign them to meet the latest standards to help keep them disposal cost of sludge and other treatment byproducts by reusing
operating when extreme storms occur (WTR 20). This may include them, including selling them for use in the agricultural, industrial, or
priority assets such as the Dorado Wastewater Treatment Plant. energy sectors (WTR 13).
Improve fiscal planning and asset management to enhance Improve safety and reliability of non-PRASA drinking water
PRASA’s sustainability and service and wastewater systems
For PRASA to become financially sustainable, it intends to develop To improve the reliability and safety of non-PRASA drinking water
plans for divesting assets, reducing operating costs and customer systems, operators plan to repair or replace existing assets that
delinquencies, enhancing revenue collection through public-private are damaged or degraded, improve treatment and monitoring, and
partnership, and exploring alternative pricing mechanisms (WTR 8). expand contingency plans to include future demand, climate-related
In addition, to cut down on the long-term life cycle costs of PRASA’s effects, and emergencies (WTR 15). In remote areas with even smaller
assets, an asset needs assessment and asset management program is unregulated drinking water systems, operators aim to develop
proposed for PRASA’s drinking water and wastewater systems, with equitable and resilient solutions by better coordinating NGO and
a particular emphasis on vulnerable assets and large diameter pipes municipal efforts to support the provision of safe drinking water
(WTR 7). in these areas (WTR 14). To prevent exposure to raw sewage and
contamination of drinking water sources, these operators propose
Make PRASA’s drinking water service more efficient and working with a range of partners to develop an institution that
reliable builds technical capacity and collaboration among practitioners and
to implement septic tank design standards and best maintenance
PRASA plans to repair or replace drinking water infrastructure
practices (WTR 17). To build self-sufficiency and capacity, non-PRASA
to address both hurricane damage and pre-hurricane deficiencies
systems propose to improve communication among themselves and
in ways that enhance their resilience (WTR 1). It intends to make
conduct outreach to communities, including expanding a “circuit
operations and distribution more efficient by increasing the use SEE THE FULL
rider” program that provides technical assistance, education, and
of customer metering, operational sensors, data, and tools for real- PORTFOLIO
training (WTR 16). Given that PRASA already provides the vast
time monitoring and situational awareness; upgrading operational
majority of Puerto Rico’s drinking water, it is expected to explore of water sector
control systems; and enhancing the use of optimization methods
opportunities for expanding service into unconnected areas (WTR 34). strategies and
to improve quantity and quality of service (WTR 2). To more easily
details about cost
transfer potable water among service zones, PRASA aims to improve
Develop water supply sources that are sustainable and and funding in
the interconnections between them (WTR 4). Finally, the agency
safeguarded from contamination the last section of
proposes to upgrade water treatment plants in vulnerable service
zones by improving water treatment and storage capacity to handle To ensure that Puerto Rico has a water supply far into the future, this plan
high turbidity—cloudiness that is a key measurement of water quality— PRASA intends to work with the EQB and EPA to strengthen the
caused by heavy rains (WTR 5). redundancy and diversification of drinking water sources, including
the use of groundwater, greywater and water reuse (WTR 29).
Publicizing measures to protect potable water, enforce land use

restrictions, and remediate contaminated areas can help to protect PREPA, and DNER also intend to upgrade reservoir management rules
drinking water sources from residential, agricultural, and industrial to improve the balance among current water management objectives,
waste (WTR 28). Plans also call for groundwater systems to be including drinking water supply, flood control and hydroelectric
rehabilitated and protected from saltwater intrusion, contamination, generation, and implement dam safety programs (WTR 22).
and over-extraction (WTR 27).
Use outreach to improve conservation and emergency
Improve stormwater systems to reduce urban flooding and preparedness, and engage the public in developing creative
contaminated runoff approaches and innovative projects
Improving stormwater infrastructure design standards; retrofitting PRASA intends to enhance communication, education, and outreach
assets to catch, reserve, and filter stormwater runoff; enhancing to customers on conservation and emergency preparedness strategies
stormwater permitting processes and land use regulations to as well as water and wastewater system planning, performance, and
implement green infrastructure; right-sizing system capacity, investments to foster strong relationships and garner trust (WTR 31).
including conveyances and pumping stations; and implementing The agency also aims to engage the public in a “Rebuild by Design”
public outreach and education programs can reduce urban nuisance competition with disaster relief block grant funding from HUD to spur
flooding, curb erosion and sedimentation, and mitigate the discharge innovative resilience projects that are collaboratively developed by
of contaminated stormwater runoff into surface water bodies (WTR 19). community members, civic leaders, and nationally recognized design
and engineering firms (WTR 33). Just as this effort stimulated creative
To better manage stormwater systems, operators propose investments
resilience strategies in the aftermath of Hurricane Sandy, a similar
in stormwater system cleaning, monitoring, maintenance, and
effort would develop innovative solutions to enhance resilience and
assessment, including comprehensive and routine asset mapping,
address vulnerabilities exposed by Hurricanes Irma and Maria.
assessing system capacity and condition, removing debris and
blockages, and repairing damaged infrastructure and assets (WTR
18). Other plans include centralizing stormwater system support and
management at the state level; support for this action includes building
a workforce of stormwater practitioners, streamlining permitting
processes, and enhancing technical capacity, community outreach,
and best management practices (WTR 21).
Make flood control infrastructure and management more

resilient to current and future events
To upgrade flood control protection, the owners of these assets plan
to evaluate, repair, and improve the performance and resilience of
dams, levees, channels, and water control structures. In addition,
they intend to analyze the tradeoffs of existing and proposed levees
and channels with natural infrastructure alternatives; implement
comprehensive monitoring and maintenance programs; and consider
the influence of increased flooding from extreme weather (WTR
23). To reduce dredging and ensure the performance of flood control
systems, PRASA, PREPA, and private entities intend to implement and
enforce sediment control plans and sediment reduction measures (e.g.,
sluicing, sediment traps, etc.) (WTR 24).
In terms of governance, PRASA plans to lead an effort to consolidate
and streamline the ownership and management of dams and other
flood control infrastructure, where appropriate (WTR 25). PRASA,

Wokers onboard a
dependent on their vehicles, public transportation is generally
freighter in San Juan. considered inadequate, and ridership has been declining over the
FEMA past decade.
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.
Upgrade ports and consolidate ownership to improve

emergency response and attract new maritime business
REBUILD AND STRENGTHEN Port authorities and private operators intend to repair damage to ports
and ferry terminals so they are at their full pre-hurricane capacity (TXN
Physical
capital MARITIME, SURFACE, AND 17) and make upgrades that enhance their resilience to storms and
sea-level rise (TXN 25). To ensure that backup capacity exists if the Port
AIR TRANSPORTATION of San Juan is damaged, PRPA and other port operators plan to further
develop an existing seaport to provide redundant capacity through the Damage at the port in Mayaguez
THE FUTURE IN FOCUS use of public-private partnerships (TXN 10). Reevaluating the Maritime HSOAC
A flexible and reliable transportation system that moves Transportation System Recovery Plan could also help the ports take
advantage of lessons learned during the hurricane response, such as
people and goods to ensure economic continuity and
pre-positioning reserve capacities and assets to better respond to an
facilitate disaster response 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
Issues to address
fashion to protect critical resources (TXN 13).
Though Puerto Rico has numerous small ports and airports, the Port of
San Juan and San Juan Luis Muñoz Marín International Airport receive San Juan Tourism Ports
the vast majority of shipments and air traffic. Both suffered significant
damage from the hurricanes, and in the immediate aftermath, faced PIER 1 PIER 4
In-transit cruise ships and In-transit cruise ships and
obstacles such as power outages and bottlenecks due to the competing limited passenger capacity turnaround port. Carnival and its
needs of daily operations and the emergency response. As was the case turnaround port. Also used by subsidiaries have preferential use.
with the energy sector, pre-hurricane conditions for transportation the military.
PANAMERICANOS I (EAST) & II
were poor. PRPA struggles to maintain and improve its airports and PIER 2 (WEST) PIERS
seaports due to deteriorating finances, in addition, multiple port facility Operated by Maritime In-transit cruise ships and
Transportation Authority for turnaround port. Royal Caribbean
owners and operators contribute to a lack of coordination among local ferry service. and preferred use for subsidiaries.
ports. Similarly, finances are challenging for PRHTA, which funds
PIER 3 NAVY FRONTIER
and oversees major road and bridge projects. Major roads were in fair In-transit cruise ships. Royal No turnaround port. In-transit
condition before the hurricanes, but about half of Puerto Rico’s bridges Caribbean has preferential use. only for mega yachts.
were structurally deficient or functionally obsolete—an issue that
hurricane damage compounded. While Puerto Ricans are heavily Photos by Sgt. Josue Rivera, Kenneth Wilsey, pyzata | Adobe Stock.

To better manage the maritime transportation system as a whole and Develop new mobility options to supplement improvements
make ports more attractive to maritime businesses and investors, to bus service
maritime industry expert input indicates the need for consolidating
The Puerto Rico Metropolitan Bus Authority intends to make bus
ownership and oversight of the nine main ports (TXN 15). In addition
service more reliable through transit signal priority (which gives
to being a multi-purpose port, the Port of Ponce is proposed as a future
buses additional time to cross a signalized intersection) and dedicated
regional transshipment hub for cargo traveling between South and
bus lanes, as well as bus stops that provide real-time arrival
North America, with shipping agencies incentivized to use it through
information and use smart card fare media (TXN 8). To address the
reduced taxes or a government subsidy (TXN 14).
dearth of other mobility services, particularly outside of San Juan,
plans call for developing additional options, such as ride-hailing/
Prioritize repairs to roads and bridges, and extend three
ride-sharing, expanded “publico” (jitney) service, inter-city bus
key highways
service, bike/scooter-sharing, and peer-to-peer car-sharing (TXN 7).
PRHTA intends to repair damaged roads and bridges and restore them In addition, PRHTA proposes developing two new high-capacity transit
to pre-hurricane functionality to ensure the mobility of people, goods, services—likely bus rapid transit—to give travelers another way to
and service providers. This initiative replaces missing road signs and reach the San Juan airport (TXN 19), which is served by just three bus
inoperable traffic signals, and repairs or replaces collapsed or weakened routes, and to give the 130,000 residents of Caguas a public transit
bridges (TXN 16). PRHTA aims to harden, re-engineer, or relocate option to reach nearby San Juan (TXN 20).
infrastructure in high-risk areas to make them more resilient in future
disasters, with a focus on the most cost-effective projects (TXN 2). Upgrade San Juan and Aguadilla airports to boost resilience
Under a new “fix it first” approach, PRHTA proposes to prioritize road and Porta del Sol tourism
maintenance and repair projects over new or expanded infrastructure. To ensure that the San Juan airport can operate at full capacity for
This approach improves roadway conditions and makes safety or both normal operations and in an emergency, PRPA and airport
operational improvements, and prioritizes projects based on their cost- operator Aerostar plan to repair remaining damage to the facilities
effectiveness (TXN 5). Projects to extend PR-5 and PR-22, and complete (TXN 18), update the airport emergency plan to take advantage
PR-10 are included in this portfolio of surface transportation projects of lessons learned from the hurricanes, and further develop a
to improve mobility, safety, access, resilience, and emergency response coordinated disaster recovery plan for the various airports across
and to complete Puerto Rico’s strategic highway network (TXN 21, TXN Puerto Rico (TXN 24).
22, and TXN 23).
In addition, PRPA proposes to expand and upgrade Rafael Hernández
To better manage transportation infrastructure, public agencies intend Airport (BQN) in Aguadilla, including a new runway, taxiway, apron
to develop infrastructure asset management programs to inventory areas, terminals, and control tower, to increase Puerto Rico’s overall
their assets and track their condition to improve maintenance, repair, capacity for air traffic and to boost tourism in Porta del Sol, a region
and rehabilitation (TXN 11). Related to this effort, PRHTA aims to with beautiful beaches that are currently difficult to reach (TXN 12).
SEE THE FULL review its standards on road design—to include more innovative

standards on roadway marking, lighting, drainage, and signage and
PORTFOLIO AIRPORTS
San Juan
signals (including using solar to power them)—and better enforce them 8,437,604
of transportation (TXN 1). 2017 TOTAL Arecibo
strategies and PASSENGER Aquadilla 14,026 Isla Grande
In addition, PHRTA aims to develop an Intelligent Transportation ARRIVALS AND 498,424 42,896 Culebra
details about cost
System so that transportation operations across Puerto Rico can DEPARTURES 64,303
and funding in
provide real-time traveler information, divert traffic away from
the last section of
crashes, clear crashes more quickly, and reduce the possibility of other
this plan Mayaguez
crashes after an initial incident (TXN 9). 15,281
Ceiba
84,422 Vieques
Humacao 108,414
Ponce
1,000
189,143

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
Prayitno/Flickr vulnerable to natural hazard risks, such as flooding, high winds,

earthquakes, and landslides. Damage to real and personal property, based on FEMA registrants for individual assistance
A compounding challenge is that about 70 percent of homes lack flood
and homeowner’s insurance that can help with rebuilding after an Number of Individual Assistance registrants with damage to
event, leaving the vast majority of Puerto Rican families dependent
structures or personal property
upon disaster aid. In addition, recent estimates suggest that only about
70 percent of property titles are recorded in the land registry, and
many of those are likely out of date. The lack of clear title and title 1–4,999 Aguadilla
Isabela Quebradillas Barceloneta
Dorado Toa Baja Cataño
5,000–9,999
Vega Baja Loíza
records makes collecting property taxes difficult for Puerto Rico’s

Camuy Hatillo Manatí
Arecibo Vega Alta San Juan
Moca Florida Carolina
Aguada Toa Alta Bayamón Guaynabo
already underfunded governments. Unclear legal ownership also 10,000–19,999

Corozal
Añasco Ciales Naranjito
Lares Utuado Gurabo
complicates applications for federal aid. Other problems include the

Aguas Buenas Ceiba
20,000+ Mayagüez
Las Marías
Adjuntas
Jayuya Orocovis
Barranquitas
Comerío
Caguas
Juncos
Las Piedras
Naguabo
lack of a common address system that makes it difficult for emergency

Maricao Cidra
San Lorenzo Humacao
Hormigueros Aibonito Vieques
Villalba
San Germán Cayey
Coamo
responders to locate homes and businesses, the lack of adequate Sabana Grande Yauco
Peñuelas
Guayanilla
Ponce Juana Díaz
Yabucoa
Lajas
affordable housing, high housing construction costs, and increasing

Salinas Patillas Maunabo
Cabo Rojo
Guánica Santa Isabel Guayama Arroyo
mortgage delinquencies.
Similarly, affordable housing units and housing and shelters for the Number of IA Registrants Indicating
Real or Personal Property Damage
Taking action homeless will be repaired, moved from high-risk areas, or made less 1 - 4,999
Mayagüez
The scale of the hurricane damage presents the recovery effort with vulnerable to disaster (HOU 14). This effort will also include updates to 5,000 - 9,999
an opportunity to right some of the challenges described above. It is accommodate special needs communities and upgrades such as energy 10,000 - 19,999
20,000+
an opportunity to transform the housing sector to be safe, secure, conservation, ADA compliance, and universal design. Given the long
resilient, and forward-looking, particularly for the most vulnerable. wait lists for public housing and Section 8 units, communities also
Puerto Rico has a clear vision for its housing sector: provide residents intend to adopt programs to provide more public or subsidized rental
with safe, secure, and affordable places to live; retrofit homes to make and homeless housing for lower-income households and those with
them less vulnerable to damage; relocate households that live in the special needs (HOU 15).
most dangerous areas; increase insurance coverage in order to help Abandoned and blighted properties will be rehabilitated, redeveloped,
rebuild structures in the event of disaster; and clarify ownership or demolished (HOU 20). First, an inventory will distinguish vacant
records to bring the informal housing into the formal sector, which properties from currently unoccupied vacation properties, then
would facilitate government service delivery and collection of property strategies will be developed to quickly gain legal ownership of the
taxes. property and implement buyout programs. Community members will
help develop strategies to rehabilitate properties for residential uses,
Make buildings safe, secure, and affordable for residents including future homes, affordable rental housing, and rent-to-own
programs, and community uses, including community centers, clinics,
Substantially damaged owner-occupied homes would be repaired or
or business incubators.
rebuilt to code onsite if the structure could be made reasonably safe
from natural hazard risk at reasonable cost. Households with income The number of homeowners whose mortgage payments are delinquent
below a specified income cutoff would be eligible for this type of or severely delinquent increased after the hurricanes; it has recently
assistance. Rebuilding and relocation would emphasize safe, resilient, decreased but remains relatively high. The Federal Housing Authority
affordable communities with access to good schools, jobs, transit, and (FHA) issued a foreclosure moratorium after the hurricanes, but that
health care (HOU 1). In addition, homes in high-risk areas without is set to expire August 16, 2018, and lenders are unsure how many
substantial damage will be inspected to determine the specific risks homeowners will resume payments. Homeowners will be provided with
the structure faces, and then strategies will be developed and funding financial counseling and education campaigns about loss mitigation
made available to determine which homeowners will be offered programs available from lenders. Some homeowners who are capable of
relocation and which structures can be secured through mitigation sustaining mortgage payments will be provided financial assistance to
(HOU 3, HOU 4). bring their mortgage payments up to date (HOU 19).

A student reads a
To help homeowners recover and to lower the reliance on federal and book after receiving
state aid after future disasters, the number of properties with wind a donated bag of
and flood insurance will be increased by (1) increasing education school supplies.
FEMA/Eduardo Martinez
and outreach campaigns about the coverages and costs, (2) studying
whether other types of low-cost products should be developed, and (3)
identifying financial assistance options and funding an assistance
program to help purchase or reduce the cost of insurance (HOU 17).
Restructuring the housing sector

The creation of a central source of data related to the housing stock,
including title, permits, land use, property tax and location will be
crucial in the recovery effort (HOU 5). This information can support
planning, relocation, and mitigation efforts needed to make these
communities safer and resilient against future natural disasters. It can
also contribute to the development of emergency plans and recovery
efforts.
TRANSFORM THE
Improving compliance with the building permit process and Human
adopting and enforcing consistent land-use plans are key to a more

capital
EDUCATION SYSTEM
resilient housing sector. Updated land use plans will better align
new construction and rehabilitation of existing homes away from THE FUTURE IN FOCUS
disaster risk and near jobs, schools, health care, and transportation.
Competitive graduates with knowledge and skills needed
The capacity to enforce both land use plans and building permit
SEE THE FULL to adapt to changes in the economy, environment, and
requirements will increase at the state and municipality level, and
technology
PORTFOLIO efforts will also be made to reduce costs and delays in the building
permit process (HOU 6).
of housing strat-
egies and details The proportion of properties that are properly titled and registered Issues to address
about cost and will be increased with the aid of a consistent process for determining
Education is a cornerstone of Puerto Rico’s economy, society, and
funding in the last title, including the acceptable types of documentation. To get owners
political systems. Its purpose is to build and sustain the knowledge
section of this on board, dissemination efforts will describe the title registration
and skills needed to ensure that individuals, communities and
plan process, the importance and benefits of obtaining a clear property
key institutions can adapt to changes in the world economy, the
title, and potential penalties for failure to establish title title and
environment, and technology. Education also plays a role in helping
register properties (HOU 12). This may directly lead to receiving
individuals and communities respond to social/cultural changes while
disaster assistance more quickly, more effective distribution of social
maintaining Puerto Rico’s unique identity. Yet, Puerto Rico’s education
services to targeted populations, reduced property disputes, and a
system was impacted by the 2017 hurricanes and has for years been SEE THE FULL
more accurate and precise collection of property taxes.
weakened by economic crisis, outmigration of skilled professionals, PORTFOLIO
To improve emergency response, mail delivery, and provision of sharp declines in the student population, and by governance
other services, a common and more logical address system will be of education
structures that limit the ability to use community, nonprofit, and
developed, new street signs and address numbers installed, and business resources most effectively. system strategies
government databases updated with new property addresses (HOU 11). 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 Local educational agencies proposed in the Education Reform Bill**
Upgrade school infrastructure to support resilience and Quebradillas Barceloneta

Cataño
Propo
Aguadilla distric
sustainability Isabela Dorado
Camuy Manatí
Vega Baja Toa Baja Loíza Ma
Hatillo Arecibo Vega
A critical step to promoting resilient infrastructure is addressing Moca Florida
Alta San Juan
Carolina
Canó-
Are
Toa Alta
the many schools located in flood hazard zones. To reduce flood risk, Aguada Bayamón vanas Río Grande
Luquillo
Pon
Rincón San Sebastián Trujillo Alto
Morovis Guaynabo Bay
schools will need to be relocated to vacant or new buildings outside Añasco Ciales Corozal
Naranjito
Fajardo
Culebra
Lares Utuado Gurabo San
flood risk areas, elevated, or otherwise upgraded to reduce flood risk Las Marías
Aguas Buenas
Naguabo
Ceiba
Hu
Comerío Juncos
(PBD 8). In addition, plans call for completing repairs on damaged Mayagüez Jayuya Orocovis
Barranquitas
Caguas
Las Piedras Cag
Adjuntas
schools, with a focus on meeting current building safety codes for
Maricao Cidra
Hormigueros Humacao
San Lorenzo
Aibonito Vieques
wind‚ flood‚ and seismic risks (PBD 9). Ensuring schools meet current San Villalba
Germán Cayey
Sabana Coamo
codes means they will be more resilient against future storms or Cabo
Rojo
Grande Yauco Peñuelas
Ponce
Yabucoa
Juana Díaz Patillas

other disasters (PBD 11). State- and municipal-level agencies will need Lajas Salinas Maunabo
Quebradillas Barceloneta Guánica Santa Isabel Guayama Proposed school
to work together to implement policies and programs that establish Cataño Arroyo
Aguadilla districts
clear standards for energy and water efficiency in schools.
Isabela These Dorado
Guayanilla
Vega Baja Toa Baja Mayagüez

efforts will be coupled with incentives for energy and water efficiency, Camuy
Hatillo Arecibo Manatí Vega
Loíza
renewable energy systems, increased resilience to natural hazards,

Alta San Juan
Carolina
Arecibo
Moca Florida Canó-
Toa Alta
and innovative redesign or reconfiguration
Aguada
of spaces to better support Bayamón vanas Río Grande
Luquillo
Ponce
Trujillo Alto
delivery of critical public services (PBD 10). Finally, buildings
Rincón San Sebastián
will Morovis Guaynabo
Fajardo Bayamón
Ciales Corozal
Culebra
need to be repaired and upgraded in ways that create learning and
Añasco
Lares Utuado
Naranjito
Gurabo San Juan
thriving environments that promote student-directed learning and Aguas Buenas Ceiba
Humacao
Las Marías
provide collaborative workspaces where students and teachers share early childhood programs—e.g., parenting Juncos
Comerío programs forNaguabo
families and
Jayuya Orocovis Caguas
Mayagüez
early childhood care settings in the first five Las
Barranquitas years before formal Caguas
creative, innovative and developmentally appropriate PK-14 teaching
Maricao Adjuntas Cidra
Piedras
and learning experiences. Hormigueros schooling. Such programs supportSan whole of

Lorenzo
child well-being,
Humacao and
San Villalba provide an important foundation that improves children’s academic,
Aibonito Vieques
Cayey
Increase K–12 access to vocational, technical, and
Germán
careerYauco
Sabana social, and health development as well as outcomes for parents.
Coamo
Grande Peñuelas Yabucoa
Cabo
education and strengthen school-to-work
Rojo transitions
Ponce They also can support better economic outcomes for students later
Juana Díaz Patillas
in life. Puerto Rico’s
Maunabo
As the Government of Puerto Rico pushes towardLajasnew social and Santa Isabel
Salinas
Guayama Administration for the Care
Guánica Arroyo
economic opportunities, students need to be well prepared to take and Integral Development
advantage of this landscape. In partnership with local schools and Guayanilla CURRENT END
of Children intends to
private industry‚ the Puerto Rico Department of Education (PRDE) S TAT E S TAT E
lead a landscape analysis
intends to launch a one-year pilot program to expand and update of existing needs and
K-12 vocational programs in Puerto Rico to align with changing Schools resources, and propose
workforce needs, foster entrepreneurship, and grow economic sectors
1,110 805 strategies for strengthening
(EDU 6). Those growth sectors include manufacturing (particularly available resources in this
biopharmaceuticals), entrepreneurship, finance, renewable energy, area (EDU 13).
construction, hospitality, and healthcare. The pilot, which will serve
280 to 560 students, can be scaled up over a ten-year period to reach Students (K–12) Expanding access to after-
as many 22,000 students. school, summer, and online
346k* 298k** learning opportunities
Promote pre-school and out-of-school learning can also provide benefits
opportunities *Enrolled student count as of August 2017 to Puerto Rico’s students.
**Projected number of students for 2018-
2019 school year The approaches can
Extensive research shows the benefits of high-quality pre-school and
increase access to high-

quality educational content for students regardless of their geographic work transitions. The PRDE will also need to provide training on how
location, and help address any learning loss resulting from hurricane- to integrate data into operations and decisionmaking.
related school closures. The PRDE plans to partner with professional
In addition, schools and education systems both impact, and are
development providers to create a repository of online learning
impacted by, the communities in which they are located. Inputs
resources aligned with the scope and sequence of the curriculum, so
from analysts and stakeholders will be key to help the PRDE and
students’ education is not disrupted during temporary school closures
others make future-facing decisions that better align investments in
(EDU 7). Such an online repository—offering free, open, English- and
schools (e.g., infrastructure updates, reassigning teachers, location
Spanish-language educational resources appropriate for various
of school-to-work programs) with local economic, infrastructure, and
subject areas‚ grade levels‚ and technology platforms (e.g.‚ desktop‚
community characteristics (EDU 14). To address equity issues, the
laptop/tablets‚ mobile/smartphones)—can help schools and teachers
PRDE, local schools, and their partners will need to review how funds
provide “emergency instruction” in the event of school closures lasting
are allocated to schools and identify any funding gaps or regional/
more than two weeks. The development of municipal hotspots in public
municipal inequities. This information can inform if and how student-
buildings, parks, town squares, and public housing (CIT 19, CIT 26), as
based budgeting can be used to ensure an equitable match between
well as plans to expand broadband infrastructure throughout Puerto
student needs and resources allocated (EDU 5).
Rico (CIT 4, CIT 21, CIT 22, CIT 25), will be critical to ensure the
success of online learning efforts. New professional development and talent management systems will be
needed to ensure that PRDE’s administrator and teacher workforce is
In addition to online learning programs, the PRDE plans to expand
prepared for the performance requirements of 21st century approaches
existing and implement new summer and after-school learning
to learning (EDU 9), that the system has strong leadership in regional
programs to address post-hurricane learning loss caused by prolonged
superintendent’s offices (EDU 8), and that school directors are well
school closures (EDU 1). Beyond academic challenges, the hurricanes
positioned to function with the greater autonomy given them under
negatively impacted students’ mental and physical health, and ongoing
the Governor’s new education reform plan. Finally, a new program will
changes in the school system might cause students further confusion
educate parents/guardians (especially in disadvantaged communities)
and distress. Out-of-school learning programs are another way to
about the options provided to them through new school choice
provide physical and mental health services to address these needs.
programs (EDU 10).
Strengthen systems to support new education reform

package
Finally, significant transformation of Puerto Rico’s educational system
has already been initiated by the state’s Education Reform Bill, which
features (among other things) decentralization into seven local
educational agencies (see map on previous page), increased parental
choice, and increased focus on school-to-work transitions. Plans call
for building on these efforts in a number of ways.
Decisions such as school closures are complicated and must balance
schools’ links to communities and student well-being with post-
hurricane enrollment decreases driven by students leaving Puerto
Rico. Completing development of a longitudinal data system will
be key to supporting timely evidence-driven decisionmaking
about school closures and resource allocation, as well as targeted
professional development and other operational decisions and
education policymaking (EDU 2). Planned system enhancements
include increasing user-friendliness and linking K–12 data to post-
secondary outcomes and workforce data to better manage school-to-

combined with cost of living challenges have put a downward pressure

on payments for providers, and there is limited access to preventive
programs, including psychosocial supports, particularly for low-
income Puerto Ricans. Exposure to environmental hazards in Puerto
Rico—which has 23 contaminated sites that the EPA lists as candidates
for Superfund cleanup—has been correlated with a high prevalence
of childhood asthma, preterm births, and water- and vector-borne
disease outbreaks. Unenforced building codes and informal housing,
and storm-related hazards such as mold, also present environmental
hazards to residents.
The hurricanes exacerbated these challenges by making health and
social services harder to access and delaying or interrupting care, which
contributed to many deaths after the hurricanes. Damage to buildings
and electrical, water, and communications infrastructure closed
A power generator was installed at the medical and social service facilities and impacted health and social
Hospital General Castañer in Lares.
service agencies’ ability to operate. In some municipalities, federally
FEMA/Eliud Echevarria
qualified health centers were the only open and operational places
where emergency and acute health care services were being provided
around the clock. Even at facilities that remained open, services were
Human
REBUILD AND ENHANCE compromised by intermittent access to power and water, lack of access
to electronic records, and the absence of staff who were unable to come
capital
HEALTH AND SOCIAL to work. Residents’ mental health suffered, and cleanup and other
activities exposed them to various hazards after the hurricanes.
SERVICE INFRASTRUCTURE Ensuring that residents can live healthy, productive lives in Puerto
AND REGIONAL HEALTHCARE Rico is essential to a robust economic recovery. To strengthen and
expand access to healthcare and promote healthful living, the
NETWORKS Government of Puerto Rico will need tools such as provider retention
programs, expanding licensure for advanced practice clinicians, and
THE FUTURE IN FOCUS utilizing nontraditional health providers to promote healthy lifestyles.
This effort will also require building resilience in the health and
Reliable and equitable access to health and social services
social service systems through emergency preparedness measures
and health-promoting communities, including an efficient
such as administrative and financial waivers to support access and
and effective response to public health crises and other interoperability during and after disaster and stronger regional health
future disasters networks. Greater flexibility in nutrition assistance and social services
will provide support for the most vulnerable Puerto Ricans. Parallel
infrastructure and economic developments will be essential to the
Issues to address ultimate success of these efforts.
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 Taking action
systems, varied access to these services by region, shortages in
some health specialties, and differential access to health-promoting Build health and social service system capacity
environments. Low Medicaid and Medicare reimbursement rates One critical challenge exposed by the hurricanes is the health system’s

fragility, across medical, social, behavioral, and environmental health But health and social services also need to meet the day-to-day
services. The Government of Puerto Rico plans to build resilience needs of its citizens at all stages of life. To meet these needs, the
to ensure flexibility and agility in response and long-term recovery. Government of Puerto Rico intends to strengthen the backbone of
Health and social services require reliable electricity systems to the system by improving the standard of care and increasing access
function, so efforts to create a hardened electricity grid supported by to services. Reducing the gap means reconsidering the current
alternative energy generators will help keep these services available Medicaid/Medicare reimbursement rates to address the financial
in a future disaster. Plans call for robust, resilient communications viability of the healthcare system at large and to actively analyze the
initiatives that will connect community clinics across Puerto Rico links between health expenditures and outcomes in ways that are
using a broad range of technologies—including mobile and telehealth— transparent and useable by payors and providers (HSS 7). To support
to ensure real-time access to clinical data from any access point and a full array of primary care services, primary care options will need
improve clinical care delivery and adaption to disaster impacts (CIT to be expanded by enhancing the existing network of community
29). The Government of Puerto Rico intends to develop flex-funding for health centers in Puerto Rico and augmenting relevant primary care
critical social service centers such as domestic violence and homeless supports, including mobile care clinic options as well as training and
shelters and child- and elder-care facilities so these centers can tap supplies (HSS 12). To improve mental health services, the Government
into additional financial resources, such as uninsured fuel expenses of Puerto Rico intends to expand care for psychological trauma and
during a long-term response and recovery period (HSS 19). Other chronic stress, increase promotion of and referral to existing services
initiatives call for implementing temporary waivers for a range of (HSS 10), and encourage greater uptake of evidence-based practices
emergency health and social service needs to ensure uninterrupted to promote health in other settings such as community centers and
access to care post-disaster and prevent potential delays in time- schools (HSS 15). These will be paired with a comprehensive suicide
sensitive care and nutrition support (HSS 33). Finally, the Government prevention campaign promoting wellness and self-care to ensure
of Puerto Rico proposes to build resilience through initiatives such as that those at risk are identified and referred to appropriate services
upgrades and enhancements to the 911 service (CIT 3), a shift toward a (HSS 41). It also aims to increase access to care through telehealth
regionally-integrated approach for emergency preparedness (HSS 22), options (HSS 9) in conjunction with broader efforts to improve data
and improved systems for emergency medical stockpiles and supplies integration and digitization of health and related information (HSS 14).
(HSS 26, HSS 34).
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
A nurse attends to a The most vulnerable residents have greater needs during and after
young patient at the a disaster, such as those who are home-bound, seniors (especially
San Juan Children’s those who live alone), people who depend on nutritional support, and
Hospital, after the those with chronic health conditions. To address these challenges, the
island was hit by Government of Puerto Rico proposes to enhance services and other
Hurricane Maria.
supports that ensure continuity during and after disaster and that
REUTERS/Alvin Baez

limit disruptions to food, medication, technology, and other crucial Create healthy communities
supplies. Puerto Rico provided nutrition assistance through the Food Healthy communities support healthy people. Transportation,
Stamp program from 1974–1982. Congress switched Puerto Rico from municipal infrastructure, education, economic development, natural
FSP to a block grant through the Omnibus Budget Reconciliation Act of and cultural resources, and telecommunications, are all required
1981, which became the Nutrition Assistance Program. Transitioning to improve and protect the health and well-being of communities.
Puerto Rico back to the Supplemental Nutrition Assistance Program Toward that end, the Government of Puerto Rico proposes a range of
(SNAP) will allow greater surge capacity post-disaster and provide initiatives, from deploying wi-fi and broadband internet connectivity
greater benefit to participants (HSS 16). In the event the transition (increasing access to health information); to providing incentives
to SNAP does not occur, long-term waivers to the existing Nutrition to move from remote communities to urban centers (increasing
Assistance Program (NAP) regulations (HSS 17), which would be access to key services); to offering better access to transportation
implemented by the USDA Food and Nutrition Service, would enable and community resources, such as museums, parks, and community
greater flexibility in how program participants access food during centers, as well as natural resources (promoting access to services,
a disaster. To raise awareness of child and elderly abuse and how to healthy activities, exercise, and well-being).
report it‚ public education campaigns and training staff at Integrated
Service Centers and Disaster Shelters are needed to detect and In addition, plans call for summer and after-school learning programs
address abuse (HSS 18). The Government of Puerto Rico intends to (described in greater detail in the education section) that incorporate
support the elderly population through both routine day-to-day efforts physical and mental health services to promote whole child health and
and targeted, community-led support post-disaster (HSS 20). These well-being (EDU 1). The Government of Puerto Rico intends to conduct
initiatives include enhancing food stockpiles through a policy change a landscape analysis of early childhood opportunities to determine
requiring a minimum 14-day‚ healthy‚ shelf-stable food supply at the current supply of interventions and care settings‚ demographics of
all licensed child- and elder-care facilities and providing guidance children age 0-5 year (and their families)‚ and the cost of and possible
to them on stockpile contents. In addition, plans call for increased funding streams for providing high-quality care to all children
funding to the Puerto Rico Department of the Family to hire additional in Puerto Rico and improve their long-term health and learning
child welfare investigators to reduce the backlog of child maltreatment trajectories (EDU 13).
investigations (HSS 37). Finally, plans to collect and map housing sector data will directly
The Government of Puerto Rico plans larger efforts to build capacity benefit people’s health through increased accuracy in routing of
that will make all residents more resilient to future disasters. These emergency vehicles (HOU 5), and initiatives to implement healthy
include developing, updating, and implementing preparedness housing guidelines for mold mitigation‚ remediation‚ and public health
and response plans across the Island—including for vulnerable will help prevent respiratory-related disease (HSS 2). The Government
communities that face particularly high risk during disasters— of Puerto Rico also intends to reduce water- and vector-borne disease
so that communities can better sustain themselves immediately transmission through improved public health surveillance (HSS 4) and
after a disaster. Plans call for developing a public information and innovative mosquito control practices (HSS 6). Closing illegal dumps
communication capability to continuously engage communities in will further remove environmental and public health threats to the
the recovery process, and increase residents’ visibility into recovery people of Puerto Rico (NCR 10).
planning and implementation (CPCB 6), and hiring planners in
each municipality and at the state level to support a more robust
emergency shelter system for the longer term (CPCB 7). Finally, the
Government of Puerto Rico aims to strengthen the involvement of local
nonprofit and nongovernmental organizations in disaster recovery
by establishing a unit within the Office for the Socioeconomic and
Community Development (ODSEC), or any other agency designated
by the Government of Puerto Rico, to maximize their contributions
as partners with government agencies in the recovery process while
helping to build their capacity (CPCB 15).

Contractors paint walls as part of the

buildings may house activities operated by other public agencies
repairs to the Bayamón Police Command or private-sector tenants. For example, the Puerto Rico Industrial
Center. Development Company (PRIDCO) is a public agency that owns and
FEMA/Yuisa Ríos operates hundreds of buildings that it leases to the private sector
with the mission of fostering economic development. This complexity
makes it difficult to track the complete inventory of public buildings
and the government lacks a central data set showing the number, type,
location, legal status, and condition of the real estate and assets that it
owns.
Beyond the ownership conundrum, recession, declining population,
and shifting demographics have led to a substantial number of
underoccupied buildings, and even those that are occupied often
suffer from insufficient maintenance. Given these complications, it
has been difficult to assess the extent of damage specifically caused
by the hurricanes. Some assessments of this damage, compiled from
U.S. Army Corps of Engineers data or FEMA Public Assistance (PA)
data, estimate that one quarter of police stations were classified
as “restricted use” or “unsafe” after the hurricanes, and all 99 fire
stations and 85 percent of schools reported damage.
Taking Action
The vision for Puerto Rico’s public building sector is to not only repair
Physical
REPAIR, REBUILD, AND and maintain buildings but also to right-size and redesign buildings
to support new ways of providing public services and increase their
capital
RIGHT-SIZE THE PUBLIC resilience to disaster. This effort includes repurposing, reallocating,
and refurbishing buildings to meet population needs and economic
BUILDINGS INVENTORY conditions. To make this sector more efficient, ownership will be
realigned, and new systems will make managing them more efficient.
THE FUTURE IN FOCUS Prior to the hurricanes, various initiatives were already seeking
Stronger and more resilient public buildings that meet to consolidate and right-size the public building sector, including
today’s standards, mitigate against future disasters, proposals to consolidate schools and establish Integrated Government SEE THE FULL
Service Centers, a “one-stop shop” for Puerto Ricans seeking public
represent innovative designs, and meet communities’ needs 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
Issues to Address
will need to be refurbished, moving critical government operations details about cost
In Puerto Rico, ownership of public buildings is a complex issue.
out of areas at high risk for flooding, repairing hurricane damage and funding in
Government agencies may have ownership responsibilities for a
and implementing structural retrofits to increase hazard resilience, the last section of
wide variety of types of buildings, and the type of building does
and developing policies and standards to improve asset management, this plan
not determine ownership. For example, there are several different
increase energy efficiency, and ensure backup power is available.
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

on the nationally recognized standards for emergency and standby

power systems that already exist (PBD 13). This effort would prioritize
buildings that house essential functions.
Public Buildings for Recovery Plan Critical government functions will need to be moved to vacant or
Privately-owned
buildings leased Power plants new buildings in areas with less risk of flooding if retrofitting is
State police Prisons
by government Judiciary
not appropriate (PBD 8). Similarly, 300 community centers and 172
and fire
stations buildings community technology centers will be refurbished and provided with
Government-owned
buildings leased by Water generators for backup power (PBD 15) so they can act as gathering
Private private sector treatment places in an emergency.
businesses Publicly- Government facilities
owned offices
hospitals Public Rebuild with state-of-the-art standards in mind
schools
Homes National New policies and incentives will be developed to promote state-of-
guard Recreation the-art building design, practices, and technologies. This effort will
Ports and
facilities centers
airports establish clear standards for energy and water efficiency in public
Public buildings and incentives for energy and water efficiency, renewable
universities energy systems, innovative redesign or reconfiguration of spaces to
Public
housing better support critical public services, as well as increased resilience
Municipality- Federal
to natural hazards (PBD 10).
owned buildings Museums buildings
Libraries
Right-size the number of public buildings

The public buildings sector will need to be right-sized to make
Create a comprehensive inventory of buildings to improve
efficient use of space and consolidate maintenance costs. This effort
how they are managed
involves examining the demand for government services to estimate
Plans call for creating a comprehensive, centralized database of the appropriate building capacity, program requirements, and
government-owned buildings to help the owners make better decisions proposed improvements for government operations. Public services in
about their structures, as well as providing accurate information private facilities would be moved to public buildings so that buildings
to potential investors (PBD 1). Having a clear picture of the entire are used more efficiently (PBD 5), and services would be clustered in
inventory of schools, courts, prisons and other public buildings and integrated service centers to make them easier for residents to access
their condition will facilitate decisionmaking about general operations, (PBD 3).
maintenance, future infrastructure needs, emergency response,
and vulnerabilities to future disasters that must be mitigated. This Repurpose structures and realign ownership
database could be used to inform complementary asset inventories that
Plans call for repurposing and refurbishing buildings, reallocating
municipalities are creating for the same purposes (MUN 6).
the space, and selling or demolishing unneeded buildings (PBD 2).
Where possible, structures would be repurposed by municipalities,
Repair and retrofit public buildings to be resilient
for example, as economic development vehicles through public-
To ensure that all public buildings meet both today’s standards private partnerships or municipal corporations to house and attract
and future needs, the Government of Puerto Rico intend to repair new businesses (MUN 5). Similarly, PRIDCO’s abandoned buildings
hurricane damage (PBD 9), retrofit buildings to meet building safety could be repurposed for use as business incubators (ECN 13). Finally,
codes and upgrade systems when feasible (to reduce vulnerability to ownership of some buildings will need to be transferred to align with
natural hazards and improve energy performance) (PBD 11). how they are used so that buildings of the same type, such as schools
To increase public buildings’ resilience to power outages, plans call or government centers, are all owned by the same agency (PBD 4).
for developing guidelines for secondary power systems by building

Evaluate externalization of PRIDCO

An independent analysis will be needed to examine whether
externalizing the services provided by PRIDCO would improve or
reduce its ability to support economic development through the
private-sector real estate market (PBD 6), given that government
competition in an otherwise healthy market can crowd out private
business. This analysis should be undertaken by a third-party entity
with expertise in economic development, real estate markets, and the
Puerto Rican context.
INFORMATION THAT THE PUBLIC BUILD-

INGS INVENTORY DATABASE COULD
INCLUDE
• Building purpose
• Current user
• Owning agency
• Occupancy status, including capacity utilization
• Value
• Existing liens and restrictions on use
• Location (street address and geocode)
• Zoning
• Vulnerability assessment results
• International Building Code building risk category
• Year built
• Dimensions (area, height, number of stories)
• Construction characteristics (based on NFPA con-

struction type)
• Subsurface conditions (e.g., garage or basement facil-

ities)
• Utility information
• Condition and remaining life of building mechanical,

electrical, lighting, roofing, elevator, and backup power
systems
• Energy efficiency and natural hazard mitigation fea-

tures
• Major repair and retrofit records

Image via HSOAC
• Historical landmark status

To restore and protect Puerto Rico’s natural assets, the Government

A diver works to restore damaged coral of Puerto Rico plans to develop and implement strategies to create
reefs, off the coast of Culebra.
healthy, resilient, Island-wide ecosystems that support its people,
FEMA/Andrea Bajandas
infrastructure, and economy.
Taking action
Implement green infrastructure solutions

Natural, or “green,” infrastructure is often the first line of defense
in protecting manmade infrastructure during natural disasters.
On the coast, beaches and dunes, wetlands, seagrasses and coral
reefs all serve as a bulwark against inundation from storm surge. To
protect these critical assets, the Puerto Rico Department of Natural
and Environmental Resources (DNER) will need to work with federal
agencies to take several actions. One action is the recovery of severely
Natural
RESTORE, PLAN FOR, AND
capital
DEVELOP THE NATURAL The services that natural capital provides are valuable
(The estimated dollar value of the products and natural services that natural capital provides to communities,
ENVIRONMENT measured in dollars/hectare/year.)
THE FUTURE IN FOCUS $366,339

Marine and terrestrial ecosystems that coexist sustainably
with tourism and economic development of Puerto Rico and
protect against storm damage
$201,599
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
$5,474
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 Coral reef and Wetlands Forests
seagrass Habitat‚ water
public safety. The waste and debris from the disaster cleanup effort Aquifer
Protection recharge‚ quality‚ storm-
is going to landfills, many of which were already out of capacity or water runoff‚
of coastal filtration‚
compliance before the hurricanes, or to illegal open dumps. EPA has communities‚ sediment recreation
ordered non-compliant landfills to be closed, but local governments human safety‚ and erosion
say they lack the funds to do so. health‚ and the control
economy SOURCE: Li, G. & Fang, C., 2014.

damaged coral reef and seagrass sites to maintain and increase the Comprehensively manage waste to protect human health
coastal protection services they provide to key communities (NCR and safety
15). Another is expected to focus on restoration of coastal wetland Addressing the critical capacity challenges of managing solid waste
capacity and hydrology at 10 priority sites across Puerto Rico (NCR will require working with local partners to complete repairs to
16). These wetlands lessen the impact of storms while protecting hurricane-damaged landfills within approximately six months of
coastal communities’ infrastructure‚ agriculture‚ and habitats. Finally, funding availability and close unlined open dumps, which threaten
by 2035‚ beaches and dunes should be stabilized and protected from public health and the environment (NCR 9). In addition, DNER and
human degradation so they (1) are resilient to storms and sea-level partners intend to create approximately 18 new landfill cells and
rise; (2) protect human life‚ property, and critical infrastructure on 10–12 new transfer stations, increasing staff as necessary to manage
coastal areas; (3) support biodiversity‚ tourism, and recreation; and permitting and inspection needs (NCR 8).
(4) help improve the livelihoods of coastal communities (NCR 17).
Workforce development programs, focused on building capacity and It will be similarly important to tackle the unpermitted and
jobs in habitat restoration and other recovery needs, will be needed to unregistered illegal open dumps located throughout Puerto Rico.
support these efforts (NCR 33). In the long term, this workforce will be Action will be required to clean up and eliminate approximately
able to apply these skills towards other sectors such as construction‚ 1,600–2,000 of these dumps, including those created in the wake
education‚ and tourism. of the hurricanes, within two years (NCR 10). This effort includes
preventing new illegal open dumps from forming in the future.
Another key area of critical green infrastructure is the prevention
of erosion and sedimentation to increase resilience to disasters Given the longstanding problems with solid waste management
and reduce negative impacts to the environment and public health. in Puerto Rico, DNER plans to work with contractors and federal
One component of this approach is stabilizing soils in areas that partners to establish a long-term‚ sustainable‚ Integrated Solid
experienced landslides or are prone to them to diminish future risk Waste Management program (NCR 11). This program would develop
to communities and critical infrastructure, and to reduce the loss comprehensive solid waste management strategies‚ waste reduction
of storage capacity from sedimentation in key reservoirs and other initiatives‚ and composting and recycling practices. In addition to
negative effects on both fresh- and marine-water quality (NCR 13). mitigating risks to the environment and public health, a strong
Another component is forest recovery in rural protected areas‚ private integrated approach to waste management will help ensure sufficient
forests‚ critical watersheds‚ and urban areas (NCR 5). Through both landfill capacity in the future.
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 SEE THE FULL
6). Finally, DNER will likely need to cooperate with federal agencies PORTFOLIO
to develop watershed restoration and management strategies in four
of natural re-
priority watersheds: Arecibo‚ San Juan Metropolitan Area‚ Cabo Rojo/
Guánica‚ and Northeast Corridor (NCR 14). These strategies would not sources strate-
only help communities manage stormwater runoff and soil erosion, gies and details
but also reduce future pollution risks from sewage discharge. Similar about cost and
control efforts are also planned for the highly sensitive coastal areas funding in the last
of Mosquito Bay Natural Reserve in Vieques and Tres Palmas Marine section of this
Reserve in Rincón. plan

Strategic Initiatives X
7
Eight objectives guide the strategic initiatives selected
by the Governor to promote the transformational
vision for social and economic progress.
Visitor Economy | Develop a Ocean Economy | Integrate

strong visitor economy to help and promote all of Puerto Rico’s
position Puerto Rico as a global
destination of investment, pro-
duction, and wealth
ocean-dependent industries
and ecosystems as a cohesive
effort to promote economic
FOCUS ON THE FUTURE
growth and improve quality of
life for residents and enhance
the visitor’s experience
While capital investments will help Puerto Rico to grow and thrive over
the coming years, strategic initiatives are sets of actions aimed at
Digital Transformation |
Build digital capabilities and
driving Puerto Rico’s future in specific ways consistent with Governor
workforce needed to funda-
mentally transform key indus-
Ricardo Rosselló’s vision. These initiatives reflect an opportunity to
try and government process, capitalize on a unique asset or strength in Puerto Rico (e.g., oceans) or
making them more user-fo-
cused, relevant, and efficient to close a gap that could hinder Puerto Rico’s economic development or
at addressing local needs and
delivering basic services resilience to future events.
The eight strategic initiatives described in this plan are intended
Emergency Services Mod- Entrepreneurship | Expand
ernization and Integration | opportunities for entrepre-
to signal Puerto Rico’s growing focus on these opportunities. The
Enhance public safety and first neurship and development of initiatives comprise crosscutting actions that create an ecosystem of
responders’ ability to deliver small to medium local business
reliable, integrated emergency that can compete globally to projects, supportive policy, accessible and sustainable resources, and
services promote economic develop-
ment clear targets.
The strategic initiatives build on the robust infrastructure recovery
Agricultural Modernization
made possible by the capital investments, with specific projects and
and Processing | Modernize
agriculture to promote greater
programs designed to move beyond the recovery precursors and
productivity and output and
improve exports
investments in capital assets and toward social and economic growth in
the long run. Since these initiatives draw on the infrastructure, human,
and natural capital improvements made through capital investments,
the additional costs required, above and beyond those already covered
21st Century Workforce | Advanced Manufacturing | by capital investments of these limited actions, is approximately $6.4
Develop and protect human Address policy and structural
capital to establish a world- barriers to increase oppor- billion.
class workforce, increase labor tunities for investment and
force flexibilit , and create the growth of private/public
high-quality employment partnerships
opportunities aligned with eco-
nomic growth strategies

Five strategic initiatives reflect clearly defined Crosscutting Strategic Initiatives

and strategic initiatives that are crosscutting—
building resilience, improving society, and OCEAN ECONOMY
growing the economy: THE FUTURE IN FOCUS
• Visitor economy Integrate and promote all of Puerto Rico’s ocean-
• Ocean economy dependent industries and ecosystems as a cohesive
• Digital transformation effort to promote economic growth and improve THE BLUEtide INITIATIVE
quality of life for residents and enhance the visitor’s
• Emergency services modernization and An interdisciplinary, collabora-
experience tive approach anchored in a Blue
integration Economy framework is “BLUEtide,”
Puerto Rico has exceptional marine assets that can help promote
which proposes a whole-of-
• Agricultural modernization and processing economic growth and improve quality of life. Leveraging Puerto Rico approach to disaster
these resources appropriately will require that efforts focus on mitigation and resilience, work-
Three strategic initiatives are much broader ensuring the health and sustainability of Puerto Rico’s oceans force development, advanced
and coastal areas. Thus, a Blue Economy approach will help to manufacturing, and tourism by
and generally reflect aspirational directions developing coastal resources. This
preserve the long-term benefits of the sustainable use of marine
approach would incentivize jobs in
for Puerto Rico’s future that in many cases are assets and preserve natural marine ecosystems in Puerto
advanced manufacturing, fishing,
Rico, while also supporting economic growth. A Blue Economy
reflected within the more crosscutting strategic the knowledge economy, and
comprises a range of economic sectors and related policies and tourism industries, increasing the
initiatives: may include traditional industries like fisheries and tourism, value of ocean-dependent assets
as well as emerging industries like marine biotechnology and and human capital development,
• 21st century workforce offshore renewable energy. Ocean ecosystems also contribute international competitiveness,
natural disaster mitigation and
• Entrepreneurship significantly to human livelihoods and well-being through
resilience, and food security.
services such as coastal protection, biodiversity, and storage of
• Advanced manufacturing. Investing in science, data, and
carbon dioxide.
technology collaboratives such
Creating a Blue Economy requires new as the Marine Business, Inno-
investments to maximize financial, vation, and Research Center of
social, and environmental returns. the Caribbean will be needed to
bring together ocean-dependent
Investing in, and using, the best
industries to create and deploy
available science, data, and technology innovative solutions, for example
will help to inform management and designing, developing, manufac-
SEE THE FULL policy decisions about ocean assets. turing, and deploying advanced
PORTFOLIO Investment is needed also in diverse fish aggregating devices to en-
marine infrastructure such as fish hance the sport fishing industry.
of strategies In addition, a collaborative center
aggregating devices, artificial reefs,
for the Ocean can foster partnerships across the
fish habitats, and near-shore fishery Caribbean and around the world
Economy and
infrastructure like piers, marinas, and to enhance disaster resilience
details about cost
boat docks. Living shorelines are critical research and the knowledge base
and funding in to reducing ongoing erosion, stabilizing needed to guide policies for better
the last section of shorelines, and enhancing overall coastal preparing at-risk communities in
this plan advance of future hurricanes.
resilience.

To guide emerging industries, investments need to support business The alternative tourism industry is nascent in Puerto Rico, but many
incubators and improve retail options to support fisheries (e.g., areas have significant potential to serve as hubs, such as the Rio-
fishing villages, fish market). Investments to discover and harness Grande-Fajardo-Humacao, Aguadilla-Aguada-Moca, and the Adjuntas-
the therapeutic potential of compounds bio-synthesized by marine Peñuelas areas. Each region offers some combination of natural assets;
organisms and their symbiotic microorganisms could help support archeological sites; historic structures, plazas, and plantations; distinct
advancements in manufacturing. Investments in open-ocean culture and festivals; and agro-tourism opportunities. Developing each
aquaculture could help advance methods and associated increases in hub will require investment—infrastructure improvement, workforce
sustainable production of edible seafood. training, support for local entrepreneurship, natural/cultural/
historical preservation, and a commitment to social justice. However,
these hubs will improve Puerto Rico’s uniqueness—and therefore
VISITOR ECONOMY its competitive advantage—in the Caribbean tourism market, while
ensuring that the benefits are more broadly distributed within the
THE FUTURE IN FOCUS population. Alternative tourism hubs can also potentially be a boon to
the existing mass tourism industry. Cruise ship passengers, a major
Develop a strong visitor economy to help position Puerto Rico source of mass tourism revenue, currently stay only a short time, and
as a global destination of investment, production, and wealth do not tend to stray far from the docking piers in San Juan. A network
Puerto Rico’s unique natural and cultural resources provide an of tourism hubs, linked through coordinated tour packages and cruise
opportunity to enhance existing tourism hubs and diversify by schedules, could potentially entice passengers out of San Juan, and
building capacity in additional hubs. Creating a suite of tourism hubs towards extended stays on the Island.
across Puerto Rico can generate economic growth; improve the quality Additional opportunities exist to transition beyond a tourism economy
of life in disadvantaged communities; preserve natural, cultural, towards a visitor economy. Using the infrastructure of the tourism
historical treasures; and provide unique, authentic experiences economy, Puerto Rico can potentially host workforce training,
for visitors. Local communities should be empowered to build the exchange students, medical tourism, apprenticeship programs, and
industry, work in the industry, and receive the economic benefits of conventions—especially during tourist off-seasons.
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 AGRICULTURAL

MODERNIZATION AND MODERNIZATION AND
INTEGRATION PROCESSING
THE FUTURE IN FOCUS THE FUTURE IN FOCUS
Enhance public safety and first responders’ ability to deliver
Modernize agriculture to promote greater productivity and
reliable, integrated emergency services
output and improve exports
Lessons learned from Hurricanes Irma and Maria suggest that
The Puerto Rican agricultural sector suffers from (1) a lack of critical
Puerto Rico’s capacity to respond to major emergencies needs to
mass to achieve greater productive capacity for both domestic
improve at the state and municipal levels. A number of these needed consumption and export; (2) outdated farming practices; (3) a general
improvements are captured by capital investments discussed in the failure to attract a younger workforce to sustain operations long term;
previous section, such as upgrading communications channels used and (4) insufficient access to needed capital that stifles entrepreneurship
by emergency response personnel, establishing data systems and and growth.
centers to support decisionmaking, particularly during the response
phase directly after an event, building capacity for treating acute and Direct recovery support to existing farmers for hurricane-related
chronic conditions during and after an emergency, and ensuring road infrastructure damage and crop loss is needed first and foremost.
conditions allow first responders to reach people with acute needs This support is intended to bring the agricultural industry back to its
immediately. In addition, resources are needed to improve emergency pre-recovery baseline. To overcome the constraints that plague the
MUNICIPAL PERSPECTIVE industry’s growth and to foster greater self-sufficiency and resilience,
preparedness and support response and recovery planning by the
Nearly half of municipalities Government of Puerto Rico and municipalities. training opportunities are needed. Training should address both the
suggested that specialized emer- labor shortages in the industry among younger workers and outdated
gency training and citizen aware- The effectiveness of emergency services farming practices, using technology-driven and innovative approaches.
ness campaigns were needed also relies on building community Young, newly trained workers need support to launch operations in a
to prepare for future disasters. capacity and resilience so that emergency land- and credit-constrained environment. One source of support is the
Over a third stated that a new and services can prioritize the highest-risk Revolving Loan Fund, a new financing program within the Economic
enhanced emergency response
situations during a major emergency. Development Bank that expressly supports innovative agricultural
and disaster mitigation plan for the
municipality—one that surveyed
For example, investments are needed to enterprises and can encourage entrepreneurship in the industry.
capacities and evaluated flood and ensure that more residents can access SEE THE FULL This program would overcome the common failure of private industry
landslide hazards—was critical. clean water and power and maintain safe PORTFOLIO to provide adequate credit access to farmers that operate in a risky SEE THE FULL
About a third of municipalities housing, even during a major emergency. of strategies for environment. By providing a workforce trained in modern practices PORTFOLIO
emphasized the need to build and Community resilience can also be built and agricultural technologies an initial infusion of credit access from
maintain more supply centers and
Emergency Ser- of strategies
with investments that foster social public funds, the hope is that the industry can collectively demonstrate
shelters that could be stocked vices Moderniza- for Agricultural
regularly.
cohesion and address long-term stressors creditworthiness to attract private financing. Finally, investment in
tion and details Modernization
Source: HSOAC survey of municipal staff which can destabilize communities (e.g., underdeveloped PRIDCO Parks could support conversion of unused
about cost and and Processing
chronic violence). By improving local public buildings into controlled environment agricultural greenhouses
funding in the last and details about
economies, addressing environmental available for lease by private agricultural entrepreneurs. These modern
sustainability, and engaging in health section of this “ag parks” can help attract young farmers to the industry and could cost and funding
promotion, Puerto Rico can build plan work in conjunction with the training initiative. In addition, the parks in the last section
communities that can better draw on their can be built to reduce climate risk by hosting controlled environment of this plan
own resources during a disaster. 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.

as entrepreneurship programs, innovation hubs, and mobile labs,

DIGITAL TRANSFORMATION may provide opportunities to nurture the digital literacy needed to
proliferate the “human cloud”—a skilled digital workforce in Puerto
THE FUTURE IN FOCUS: Rico that can work with companies around the world.
Build digital capabilities and workforce needed to
fundamentally transform key industry and government
Broad Areas for Future Focus
processes, making them more user-focused, relevant, and
In addition to these more focused strategic initiatives, Puerto Rico will
efficient at addressing local needs and delivering basic
need to consider how to grow and sustain a 21st century workforce
services and competitive small and medium businesses that can compete
Cutting-edge technologies along with a digitally skilled workforce globally while being located locally, and how to address declining
have the potential to improve public welfare by transforming manufacturing capacity in Puerto Rico. Brief descriptions of each of
industries and public services ranging from transportation to health these themes follows.
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 21ST CENTURY WORKFORCE
Digital Transfor- to infrastructure robustness. This approach leverages Internet and
mation and details communication technologies, mobile sensors, and networked devices THE FUTURE IN FOCUS
about cost and to monitor the status of assets, people, and infrastructure. The Develop and protect human capital to establish a world-
funding in the last interconnected data can then be analyzed and synthesized to aid
class workforce, increase labor force flexibility, and create
section of this plan decisionmakers. Such a crosscutting initiative will require a series of
high-quality employment opportunities aligned with
incremental and interdependent improvements. Two main elements
are necessary: (1) a mature technological infrastructure and hardware economic growth strategies
to collect and integrate relevant data, while protecting privacy (much The labor force of Puerto Rico needs to keep pace with an evolving
of which is described in the capital investments); and (2) human employment landscape characterized by rapid technological
IMPROVE WASTE MAN- capital to transform the data into actionable recommendations for key innovations, increased automation, globalization, self-employment
AGEMENT WITH TECHNOL- decisionmakers. opportunities in a “gig” economy, and increased worker mobility
OGY across employers. This landscape requires a labor force that is agile
Other elements of digital transformation include data and technological
Mobile applications such as Recycle enhancements that can improve state and municipal administration and flexible, with skills that are transferable across employers and
Coach allow officials to broadcast and finance systems and help make them more transparent. Data industries and which are continually updated across a worker’s career
information regarding changes in
improvement efforts can also enhance decisionmaking for health and and life. In-demand, transferable skills have evolved over time and
waste removal schedules, trans- now include digital, scientific, financial, civic, and other literacies; SEE THE FULL
social services (e.g., through electronic medical records) and disaster
fer station status, and changes in “soft” skills such as creativity, critical thinking, and problem PORTFOLIO
recycling policies. These applica- preparedness, surveillance of water-borne disease, public information
and communication, and provide the tools needed for greater solving; and “life” or “workplace” skills and competencies such as of strategies for
tions are specifically developed for
state and local governments and opportunities in online or tele-education and tele-health. communication, leadership, collaboration, the ability to take initiative a 21st Century
have been successfully launched in and learn from feedback, self-direction, accountability, and social and Workforce and
both the U.S. and the U.K. Using data In addition, efforts to grow Puerto Rico’s digitally proficient human cultural competence. details about cost
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 To date, the structure of most education and training programs has and funding in
collection costs, as well as imple- Governor Ricardo Rosselló’s vision that Puerto Rico is “open for not evolved apace, and most operate under the notion that workers the last section of
menting sensors throughout the
business.” Expanding Internet access—for example, by using a “digital will linearly progress through their careers within a single industry, this plan
process to automatically detect and
stewards” program to train residents to deploy increased wi-fi access requiring a narrower set of more-or-less static skills to start.
monitor public health risks related
to waste could also improve waste in public housing—can help foster essential skills needed for a digital Developing a modern workforce imbued with 21st century skills
management. world (as described in the capital investments). Other avenues, such requires a world-class K-12 and higher education system that is

equitable, efficient, and better-integrated with the demands of the

labor market and needs of businesses. As technology and innovation
ENTREPRENEURSHIP
prompt change and the workplace evolves, K-12 and higher education THE FUTURE IN FOCUS:
institutions, along with employers, must keep pace and be able to
contemporaneously adapt curricula and training programs. Specific Expand opportunities for entrepreneurship and
activities should support increasing the number, diversity, and quality development of small to medium local business that can
of educational, vocational, and training opportunities, with a focus compete globally to promote economic development
on sector-based models. Activities include the development of (1)
Increasing entrepreneurial opportunities in Puerto Rico will require
flexible and worker-centered career pathways; (2) flexible pedagogical
a comprehensive approach focused on rewarding initiatives while
approaches, such as online, brick-and-mortar, and hybrid classrooms;
creating a supportive ecosystem that encourages community
(3) curriculum and standards that incorporate hands-on, project-based,
collaboration, provides access to startup capital funding, creates
student-centered learning; (4) public-private/business partnerships; SEE THE FULL
advantage through education, and accelerates growth to gain access
(5) job portals to match job opportunities with workers; (6) career and PORTFOLIO
to export markets. Migration to Puerto Rico needs to be encouraged
technical education centers to complement vocational education; (7)
among populations likely to create job growth. Some elements of Entrepreneur-
stackable credential models; and (8) on-the-job learning opportunities.
inhibiting business startups include unduly complex or selective ship strategies
Additionally, these approaches will take advantage of the global trend
permitting processes and a low survival rate for startup companies in and details about
toward jobs that are geographically independent (e.g., the “human
Puerto Rico. Business incubators can be used to support new business cost and funding
cloud”) to help people that want to relocate to Puerto Rico and bring
and industrial development, and educational and vocational programs
the advantages of a global economy to Puerto Rico to support a better in the last section
are needed to support the workforce. This effort is also supported
quality of life for Puerto Rico’s residents. of this plan
by directly investing in small to medium-sized local businesses and
A 21st century workforce system, which builds on the capital reducing barriers and red tape (e.g., by streamlining the permitting
investments in education, will be needed to address the short-term process for communications technologies). Also valuable is a system
employment needs of the currently unemployed and underemployed that provides statistics, information, and data needed to establish
in Puerto Rico, especially vulnerable populations (e.g., youth, women, plans, strategies, and actions based on market studies, financing
veterans) and “middle skill” workers with some postsecondary options, and economic projections. Micro-financing is one way of
training, to fill positions in high-demand industries (e.g., healthcare, raising capital for startup businesses.
construction, energy, and information technology). Further, the
Partnering with universities and others within the education system
government can build on these short-term strategies to develop and
is also a critical path forward, consolidating entrepreneurial expertise
refine a more sustainable, longer-term workforce system.
that could be applied in a more enterprise-wide approach. This would
Individuals with transferable, 21st century skills will have the ability help facilitate the development of “centers of excellence” linked to the
to navigate an evolving labor market and will see positive gains education system, supporting public policy, and industries benefiting
in their employment status and wages, as well as their resilience from regionally-aligned accelerators and incubators in Puerto Rico.
to industry-specific shocks. Communities’ economic development Private and public investment in various startup opportunities could
will be improved by the resulting expansion of the formal economy, be through managed risk, as businesses initially focus on internal
higher employment and labor force participation rates, and a growing markets while eyeing openings to export their goods and services. In
tax base. Improved economic opportunities are also likely to have being able to see the investment and business climate in Puerto Rico
a positive impact on migration, reducing the number of potential more clearly, more businesses will feel confident starting operations in
workers who choose to leave Puerto Rico and helping to spur both Puerto Rico.
return migration and new immigration.

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.


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
Image via HSOAC

Total costs
(in millions)
$124,600
increase its tax base, and thus its financial ability to respond to
$6
$39 disasters. The chart on the next page provides the breakdown
$140
of costs (including initial upfront and annual operations and
STRATEGIC
$6,200
INITIATIVE maintenance) by sector where cost estimates were available.
$120
$160 $6,400 Actions in the precursor portfolio are all capital investments,
$560 Upfront costs thus the cost for this portfolio is reflected along with the cost of
$3,000
(in millions) the actions for other capital investments.
$3,100
$101,300
$3,100
This section of the plan also identifies in broad terms the classes
$7,500 $72
$6,100 of potential funders, and estimates the order of magnitude of the
$8,400
$68
STRATEGIC funds they may be able to provide.
$27
$65
INITIATIVE
$2,700 $6,200
$1,800
$2,100 Estimate costs of recovery
$11,000
$16
Annual costs* Where possible, for each proposed course of action, the relevant
$6,300
(in millions) sector team made rough-order-of-magnitude cost estimates to
$23,300 support high-level planning and inform decisionmaking. Where
CAPITAL $9,700
INVESTMENT $6 available, costs are presented in 2018 dollars. Costs are included
$39
$23,000
$118,200 $66 for the period FY 2018 through FY 2028. They include both
$130
$55 initial costs (e.g., construction investment) and future costs (e.g.,
$130 STRATEGIC
$490
INITIATIVE operations and maintenance) over the 11-year period. Incremental
$230
$23,000 $1,300 $200 operations and maintenance costs are included if they are an
$1,000
CAPITAL increase from pre-hurricane levels (e.g., because of structural
INVESTMENT improvements or technological upgrades) and thus would
$25,000 $95,100 represent a new expense that would have to be covered. Similarly,
$7,500 full operations and maintenance costs are included for facilities
$19,000 CAPITAL that were not being maintained prior to the hurricane. And it is
INVESTMENT worthy to note that the estimates represent only those costs for
$2,100
$23,100 which a specific payment is made by some source to carry out
$1,300 a specific action; they do not include all of the costs to society
$8 that may be associated with recovery actions (e.g., the costs that
$33,000
better enforcement of regulations incurs on the individuals and
$6,400 business owners who must comply).
$30,000
The approach to estimating the rough-order-of-magnitude cost

of each individual course of action was based on its specific
$2,500
*
Annual costs reflect a total of annual nature and the available sources of information robust enough
costs across 11 years from 2018-2028.
to inform the estimate. As such, ranges and point estimates
The three bars are not in proportion to each other for legibility. Sector costs have been are given for courses of actions depending on the methods and
rounded so may not add up to the totals shown. information used. Some cost estimates are much more precise
than others, and the estimated costs may vary based on the
Sectors represented in the plans scale of implementation. Cost information presented in this
Economy Community Planning and Capacity Building Municipalities Housing Energy Natural and Cultural Resources
plan should be regarded as preliminary since more specific cost
Transportation Public Buildings Communications/IT Water Health and Social Services Education Cross-sector estimates will require both more specificity in the manner in
which recovery options will be implemented and the completion
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 of ongoing damage assessments.
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. Some courses of action do not have costs that require specific
recovery funding (policy changes, for example), though these

actions may require administrative time or other resource. Other sources. It is clear that multiple federal agencies, as well as the private sector,
courses of action included in the plan that do not have costs including philanthropies, will play a part in funding recovery. Although the
assigned are likely costly, but not enough information is available funding available and the amount Puerto Rico will receive are uncertain,
to provide even rough-order-of-magnitude estimates so these resources needed for recovery do exist and Puerto Rico will make a vigorous
items remain un-costed. 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.
Matching resources to needs
Although resources will be needed to undertake recovery Funds from the Disaster Relief Fund (DRF), as provided for in the
efforts, at this stage of recovery planning, it is not possible to Stafford Act.
precisely identify what specific funding sources will be used to
meet the costs of each course of action. This is true for several • Individual Assistance (IA) grants for immediate relief and assistance to
reasons. First, the total amount of each funding source that will individuals and households. The recovery plan only considers Housing
be available is not now known. In addition, funding programs Assistance as a recovery funding source, not Other Needs Assistance.
have specific eligibility requirements. Determining the extent to • Public Assistance (PA) grants for repairing, restoring, and replacing
which courses of action conform to those requirements requires facilities damaged by the disaster. The recovery plan only considers
more detailed analysis and reviews with potential funders. Permanent Work (Categories C–G) as a recovery funding source, not
Therefore, achieving funding for recovery actions will be a Categories A–B. Section 406 hazard mitigation funds are part of PA.
continuous process of discussions with funders, applications, and
• Hazard Mitigation Grant Program (HMGP) grants to reduce the hazard
U.S. Air National Guard photo by adjustments as funds are found for specific courses of action. As
Maj. Randy Stillinger risk of damage, hardship, loss, or suffering from future disasters.
specific projects find funding, there will be a continuous process
of matching remaining unfunded needs to appropriate funding
Funds specifically appropriated for disaster relief and recovery in
sources. The Government of Puerto Rico will be responsible for
It is clear that Congressional Supplemental Appropriations
guiding this process of matching donors to funding sources. This
process will sometimes be in coordination with local private, • Community Development Block Grant–Disaster Relief (CDBG-DR) funding.
multiple federal
social service agencies but always contracted for and guided by Administered by HUD, this is the largest of the individual appropriations,
agencies, as well the Government of Puerto Rico. and nearly $20 billion has already been directed to Puerto Rico’s recovery
as the private effort. CDBG-DR funding does not require recipients to provide a non-
This section of the plan identifies in broad terms the classes
federal matching contribution. In fact, once the funds have been awarded
sector, including of potential funders, and estimates the order of magnitude of
to a state or territory, they can be used as “non-federal” matching
the funds they may be able to provide. More detail on potential
philanthropies, funding sources for each course of action, from which the finer
contributions for other federal grants.
will play a part in process of discussion and application can begin, is included in • Other appropriations administered by a wide variety of USG departments
the Detailed Actions section. At this stage, all identified funders and agencies.
funding recovery.
are potential only; others may arise as the process of matching
funds to unmet needs progresses. Steady-state federal programs, funded via normal annual program
budgets
Opportunities for recovery funding
• These programs fund authorized federal programs that existed before the
Carrying out this economic and disaster recovery plan will disaster and are ongoing. Most of this funding will continue to go toward
require substantial resources. These funds will need to be previously identified needs and priorities; however, some programs allow
invested wisely—in a coordinated way over many years—to ensure funds to be re-programmed for recovery needs.
the resources align efficiently and effectively with Puerto Rico’s
vision. By identifying actions that will help Puerto Rico recover,
this strategic plan provides a path to help decisionmakers
start identifying and asking questions about potential funding

Range of Estimated Resources Available to Puerto Rico for Disaster Recovery Non-USG sources
• Private insurance proceeds will be available to support some recovery.
LOW MEDIUM HIGH
RA NGE OF RA NGE OF RA NGE OF • Private philanthropic and volunteer groups are already contributing to
ESTIMATE ESTIMATE ESTIMATE
the Puerto Rico recovery, and additional funding may also be available
from sources such as philanthropic private and corporate foundations,
$1 Billion 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
Total $75.4B $97.4B $128.9B uncertain, the graphic below identifies a range of funding possibilities with many of the activities
that the Government of
DRF Individual from low to high, which have been reviewed with FEMA and other outside
Puerto Rico laid out in its
Assistance (IA) experts. action plan, submitted on
Housing assistance only $0.09B $0.12B $0.28B June 14, 2018, for how it
DRF sources
will spend the $1.5 billion
FEMA administers the DRF, which serves the entire nation. Congress, in CDBG-DR funding that
DRF Public
which is responsible for ensuring the DRF has adequate funding to meet it was initially allocated.
Assistance (PA)
current and anticipated needs, appropriated $50 billion to the DRF in the However, there are some
(Categories C–G) $26.7B $33.4B $37.4B
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
DRF Hazard
Mitigation (HMGP) $3.0B $3.0B $3.0B 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
CDBG-DR $19.9B $19.9B $19.9B 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
Other from and PL 115-123, and HUD has allocated $19.9 billion to Puerto Rico’s additional funding, the
Supplementals $15.9B $21.2B $26.4B Government of Puerto
recovery. Separate from CDBG-DR and the DRF, the three disaster-related
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.
Steady-state activities (listed in the Congressional Research Service’s 2018 report). Not
Federal Programs $1.6B $3.3B $4.9B
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,
Private Insurance $8.0B $15.0B $34.0B Puerto Rico will compete for the remaining $30.5 billion with other
states impacted by Hurricanes Irma and Maria, Hurricane Harvey, recent
Non-USG wildfires, and other disasters. The medium projection is that $21.2 billion
Philanthropic and of those funds will be available to Puerto Rico, based on the CDBG-DR
Private Sector $0.2B $1.5B $3.0B allocation. The low and high cases reflect uncertainty about the ultimate
allocation of the funds across those states.

Steady-state (i.e., ongoing) federal programs Potential Funding Sources by Sector

This plan projects $9.35 billion per year in steady-state federal grants FEMA HUD
to Puerto Rico, much of which will be pass-through funds directly to
FEMA (Other)1
HUD (Other)2
individuals. Much of the remaining funds will continue to go to daily
NON-USG
CDBG-DR
program needs. The medium case projects that 32 percent of the funds
HMGP
DHHS
USDA
DOC
will allow re-programming for recovery needs, and that 10 percent
DOT
DOE
DOL
NSF
SBA
EPA
DOI
ED
PA
IA
of those funds will actually be re-programmed. The low and high
cases project that 5 percent and 15 percent will be re-programmed,
respectively, again reflecting uncertainty. The sum includes 11 years of COMMUNICA-
TIONS/IT
such funds, consistent with the 11-year horizon over which costs have
been estimated.
COMMUNITY/
Private insurance CAPACITY
There is currently considerable uncertainty about the level of private

insurance claim resources that will be available for recovery efforts.
ECONOMY
Based on the estimates of personnel at the Office of the Commissioner
of Insurance of Puerto Rico, the recovery plan projects $15 billion as
the medium case. The high case of $34 billion is the middle of AIR
EDUCATION
Worldwide’s estimate of $25 to $43 billion. The low case of $8 billion is
based on the FOMB’s May 30, 2018, Restoring Growth and Prosperity.
Other non-USG sources ENERGY
The greatest uncertainty surrounds the level of private funds that may
be available. The medium case of $1.5 billion offers a rough order-of- HEALTH/SOCIAL
magnitude estimate; the low case of $0.2 billion and the high case of $3 SERVICES
billion represent this high level of uncertainty.
HOUSING
A vigorous effort to secure the highest levels of funding
Given the wide range of funding levels, optimizing the allocation of
funds will require vigorous, cooperative engagement with all potential
MUNICIPALITIES
funders to propose, justify, and negotiate individual projects or sets of
projects needed for recovery. In addition, many potential funding sources
require a non-federal matching share, and the Government of Puerto NATURAL/
CULTURAL
Rico will work diligently and creatively to maximize the availability of RESOURCES
funds for non-federal matching contributions. As noted above, CDBG-

DR is a potential source of matching funds. Non-USG funds may also be
PUBLIC
available for that, though the eligibility depends on any specific project’s BUILDINGS
characteristics. The success of Puerto Rico’s recovery depends in part

on its success in securing the necessary resources, and that success
TRANSPOR-
depends on effectively communicating both the depth of the problem TATION
and the exciting opportunity for a better life for all Puerto Ricans that
recovery will bring.
WATER
The table to the right indicates potential federal funding sources by
sector. Whether a specific course of action in any sector is eligible for 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.

funding from any specific program depends both on the kinds of

MAKING activities required to carry out the course of action, and on the
INVESTMENTS program’s specific eligibility rules. Courses of action may incur
WORK FOR THE costs in such categories as construction, personnel, equipment
LONG-TERM and materials, operations and maintenance, financial incentives,
In 2013, the Hurricane and transfer payments. Programs naturally vary in the kinds of
Sandy Rebuilding Task costs they may cover, as well as well as in the goals goals they
Force developed a set of support. EXAMPLES OF
Infrastructure Resilience
Guidelines to ensure that As noted earlier, at the state level, the Government of Puerto Rico CHARITABLE
key principles of resilience will need to set aside at least $10 billion in unrestricted CDBG- FOUNDATIONS
were incorporated into the DR funding to unlock matching federal funding to repair roads, CONTRIBUTING
formulation, evaluation, public buildings, and other infrastructure (ECN 36). TO THE RECOVERY
and prioritization of EFFORT
infrastructure investments. At the municipal level, many governments are in financial
The guidelines aim to distress, leaving them unable to address expenses from Nonprofit
(1) ensure that federal emergencies. In addition, many individuals and private-sector The Red Cross has raised
agencies adopt a consistent entities lack disaster insurance. Above it is noted how some of the $31.6 million for relief
approach to building
courses of action will enable municipalities to make themselves efforts in Puerto Rico
resilience and (2) improve Pursue alternative funding sources
decisionmaking by setting more resilient to future disaster, such as by setting aside money associated with Hurricane
(e.g., from tax revenues or, if permissible from CDBG-DR funding) While governmental funding sources will be key to Maria.
criteria for investment to
better protect communities for an emergency fund before the next disaster (MUN 1), as well comprehensively rebuilding a resilient Puerto Rico, alternative Catholic Charities has
and ensure wise as other measures. funding sources can bring additional revenue, expertise, contributed an additional
investment of scarce public innovation, and volunteers to the recovery efforts. $1.2 million for Puerto Rico
resources. The guidelines and the U.S. Virgin Islands.
were incorporated into
Charitable foundations Charitable foundations
Federal Register notices or
requests for proposals with Charitable foundations—whether billion-dollar family foundations The Knight Foundation has
selection criteria reflecting or small-grant, single-issue foundations—tend to focus on “world- donated $2.5 million.
resilience principles. changing” ideas, such as protecting and preserving oceans and
Agencies, organizations, The Center for Disaster
watersheds, eradicating poverty, or increasing health equity—all
and jurisdictions already Philanthropy, a hub of
familiar with resilience
of which are issues for Puerto Rico. Puerto Rico’s social and targeted disaster-related
principles reported being economic development efforts can be understood and articulated donations, raised $2.6
more efficient in putting as complementing these ambitious frameworks. Environmental million for 2017 hurricane
the Sandy supplemental preservation is addressed by clean energy infrastructure in relief efforts throughout
funds to work and Puerto Rico. A project that fosters women entrepreneurs could the Caribbean.
prioritizing longer-term
be a step in reducing poverty. Building new rural clinics can
results over solving
immediate needs. Key
address health disparities in underserved areas.
lessons learned are that Projects like these both further the mission of charitable
resilience criteria need
organizations or individuals and support courses of action
to be streamlined across
federal funding sources
already planned for Puerto Rico. For example, the Ford
and that grantees may Foundation’s $5 million contribution to the Reimagine Puerto
need support to address Rico project aims to help Puerto Rico rebuild while also
the more substantive supporting the Foundation’s focus on reducing global inequality.
issues contained in the Charitable organizations can both fund the work of others—
guidelines.
which is most common for foundations and for high-net-worth

philanthropists, who often work through foundations—or can Puerto Rico. P3s generally use some degree of private funds and
themselves help perform the work on the ground, as is common financing to address public infrastructure needs in exchange for PUBLIC/PRIVATE
with charitable and religious nonprofits. a percentage of future revenue. P3s have been used throughout PARTNERSHIPS
EXAMPLES OF the U.S. for building or expanding toll roads, with private AUTHORITY (P3
CORPORATIONS Corporate foundations companies and banks funding construction or operations in AUTHORITY)
CONTRIBUTING exchange for retaining toll revenues. Similarly, several cities
Corporate foundations or corporate social responsibility (CSR) The Puerto Rico Public
TO THE RECOVERY have supplemented their public housing system with P3 mixed-
initiatives can donate funds (usually less than $2–3 million per Private Partnerships
EFFORT use development, with developers setting aside a certain number Act was passed in
project), employee hours and expertise, and goods and services.
of units in a building as low-income housing in exchange for 2009 to “identify
AbbVie, a pharmaceutical Corporate foundations are most likely to invest in rebuilding
government concessions, such as access to specific land or tax innovative measures and
company with a substantial efforts that help achieve corporate goals, improve corporate
incentives. P3s are also often used for the redevelopment of nontraditional vehicles
presence in Puerto Rico, reputation, or both. For instance, a corporate foundation for a that promote and render
has pledged $100 million downtown city spaces and waterfront areas, in an effort to bring
telecommunications company might fund projects bringing economic development
to the recovery effort in businesses, new residents, and tourists.
broadband internet to developing countries. The company might feasible, provide the People
to be split between the
also fund seemingly unrelated projects, such as building schools Puerto Rico has already implemented several major P3 projects in with the required public
nonprofits Direct Relief and
services, and allow the
Habitat for Humanity. and giving scholarships, in an effort to burnish its corporate transportation since the creation of the P3 Authority. Luis Muñoz
Government to stabilize its
image. Marín International Airport in San Juan, the largest passenger
Pharmaceutical companies finances.”
airport on the Island, has been operated since 2013 by the joint
Amgen and Merck, which Institutional investors
venture Aerostar. It is the only major privatized airport in the In addition to establishing
have local operations, have
Institutional investors include sovereign wealth funds, mutual a policy of creating public/
contributed $5 million and United States. Two toll roads, PR-22 and PR-5, have been operated
private partnerships (P3s),
$4.5 million, respectively. funds, and pension funds as well as a wide range of private by Metropistas since 2011. Other P3 agreements, such as the the Act created the Public
financiers, from quasi-philanthropic development banks Teodoro Moscoso bridge and the Tren Urbano, pre-date the P3
Walmart contributed more Private Partnerships
than $7 million in aid.
to corporations engaging in public/private partnerships. Authority. Authority (P3 Authority),
Institutional investors can have much larger sums at their which has broad powers
FedEx donated $3 million P3s are appealing when public funding is tight or politically
disposal, sometimes as much as billions of dollars for a single, to identify, evaluate, and
in cash and transportation fraught. P3s can be a viable way of injecting immediate resources select P3 projects. These
complex project. However, the potential to bring in such
support. into much-needed infrastructure projects. They can add financial projects may cover diverse
investors is often limited. Given their tremendous fiduciary
flexibility and bring corporate innovation and technology to solve aspects of Puerto Rico’s
Duracell contributed responsibilities, institutional investors are often cautious and
infrastructure problems. In addition, P3s give private partners economy and government
$2 million worth of conservative, as they often protect capital for purposes such as services, including solid
batteries to Puerto Rico. a profit incentive to avoid delays. P3s can spread risk among
funding federal worker retirement. waste facilities (e.g.,
UPS lent the use of two of
several stakeholders, lightening the burden on government to waste-to-energy and
Specific de-risking strategies, including “blended finance” undertake complex projects. However, P3s are not without risks.
its freight aircraft to fly in recycling facilities); water
Meals Ready to Eat. models, may be required to encourage investment in Puerto Even with private financing, the money to recoup the project and energy infrastructure
Rico’s rebuilding. For example, an institutional investor might costs must still come from somewhere, either through taxes or (e.g., renewable energy
Google donated its
undertake a large housing overhaul project, if the project offers user fees. projects); transportation
experimental solar
the opportunity for substantial profit with little risk. One way to infrastructure; health
powered balloons to For the most part, P3s function best when the process is
decrease risk is to merge, or blend, developmental, philanthropic, care, educational, law
provide cell and internet
transparent and accountable, the future revenue is sufficient and enforcement, and
service. This philanthropic and public funds with investor funds to lower collective risks,
known, the project benefits the population equitably, and the P3 penitentiary facilities;
act also provided scale up projects, and build momentum for more widespread low-income housing;
important testing of a still- addresses a fundamental need. In addition, for P3s to function
investment. For example, the government of Tamil Nadu in India communications
developmental technology. effectively and efficiently, they should be integrated into a
used blended finance, incorporating public resources, private infrastructure; and
coordinated and centralized plan and be managed by a consistent recreational, cultural, and
capital, and concessional loans, to create a “Water and Sanitation
governing body of leaders and invested stakeholders. tourism facilities.
Pooled Fund” that addressed key infrastructure needs.
Another means of marshaling nongovernmental resources
and reducing governmental costs is to engage public/private
partnerships (P3s) to develop infrastructure for a more resilient

X
9
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
Personnel from Liberty Cable work to restore fiber-optic lines on the third Puerto Rico better, stronger, and more resilient.
day after the impact of Maria, a Category 4 hurricane that crossed the island,
in Carolina, Puerto Rico, Saturday, Sept. 23, 2017. Since the passing of the
hurricane the connectivity of digital communication has been a nightmare for
both the authorities and the population in general.
Carlos Giusti via AP Images

As stated in the fiscal plans, key among the COR3’s responsibilities

are to:
• Monitor contracting for compliance and effectiveness purposes.
SAMPLE OF PUERTO RICO LEGISLATION • Implement and enforce checks and balances for procurement and
RELATED TO TRANSPARENCY approval of contracts and payments.
Puerto Rico Public Private Partnerships Act • Deploy a proven grant-management software and provide external
visibility via frequent status updates to its public website.
The Public Private Partnerships Act of 2009 requires that “upon
completion of the negotiation for the Partnership Contract, • Coordinate and channel all efforts and activities of the
the Partnership Committee shall prepare a report, which Government related to recovery efforts.
shall include the reasons for entering into a Partnership, the
reasons for selecting the chosen Proponent, a description of • Process, finance, and execute works and infrastructure projects
the procedure followed, including comparisons between the related to recovery efforts.
Proponent and the Partnership Contract recommended and
The Governor’s Executive Order 2017-069, issued on November 10,
other proposals presented, as well as all other information
pertinent to the procedure followed and the evaluation 2017, further clarified that the COR3 “shall exercise its functions
conducted.” This report is filed with the Secretary of the Senate under the highest standards of integrity and professional quality.”
and the Clerk of the House of Representatives and published
As part of the Government of Puerto Rico’s commitment to ensuring
on the Internet.
a transparent and effective recovery process, the COR3 is subject
Anticorruption Code for a New Puerto Rico to rigorous and unprecedented control measures, including the
On January 4, 2018, the Governor signed into law House Bill requirement that FEMA approve the disbursement of funds for
1350, known as the “Anticorruption Code for a New Puerto recovery projects. Below is a graphic showing stakeholders with
Rico.” The Code, which consolidates separately enacted oversight of the COR3.
anticorruption legislation into a single legislative code,
establishes the rights, duties and ethical responsibilities
for current and former government officials. The Code also
establishes anticorruption requirements for private entities
and for individuals who provide goods and/or services to the
Government of Puerto Rico, and specifies protections for
Independent
whistleblowers.
Audit PR-OIG
Committee
Puerto Rico Government Ethics Act of 2011
Joint Legislative DHS-OIG
In 2011, the Government of Puerto Rico approved a Commission HUD-OIG
comprehensive reform to its Office of Government Ethics. In

addition to reasserting the Office’s duties to identify, analyze,
and provide education on values such as trustworthiness,
fairness, and responsibility, the Act aims to optimize audit P3 BoD PR-OEG
and investigation processes, and streamline these services to
efficiently and effectively prevent and address corruption.
TexPhoto via GettyImages
COR3
AAFAF PR
procurement comptroller
group
PRELIMINARY DRAFT—JULY 8, 2018 | 146

| 146
| | | 147 | PRELIMINARY DRAFT—JULY 8, 2018
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
Gerald Herbert via AP images
Director
Not only was the Government required to
establish the grant oversight activity, but
WEB PORTALS USED AFTER RE-
also to support it with third-party assistance.
CENT DISASTERS TO PROMOTE
Consequently, the COR3 conducted a
TRANSPARENCY ABOUT RELIEF
procurement process (2 CFR 200 compliant) COMMUNICATIONS, TRANSPARENCY, DATA GRANTS
FUNDS
and hired Deloitte, ICF, CGI, Navigant to provide STRATEGY LEGAL ENGAGEMENT, SECTOR
AND OUTREACH
MANAGEMENT, AND
REPORTING
MANAGEMENT AND
OVERSIGHT
SECTORS
Following Hurricane Sandy, New Jersey their expertise and guide the reconstruction
created the Sandy Transparency Portal to and recovery efforts. Third-party assistance
promote transparency in the distribution of
will also be used to manage recovery funds and
reconstruction funds in the state. The Portal
provided public access to all state contracts
optimize the long-term reconstruction process. Advisor: Deloitte
Role: Recovery strategic
Advisor: ICF
Role: Project
Advisor: CGI
Role: Data
Advisor: ICF
Role: Grant claim
Navigant is providing
technical assistance to
for the allocation and expenditure of federal The Government of Puerto Rico will engage and compliance services,
including
formulation (PA/
HMGP), including
management,
including
review, including
• review and
the energy sector
disaster relief funds, including contract ven- consultants with expertise in managing FEMA, • coordination of all
federal funding sources
• technical assistance
to state agencies,
• grants recommendation
management on requests for
dor information HUD, and other grant programs and a national in response to recovery municipalities, and system across all reimbursements
activities private nonprofits federal granting or advance of
(Source: http://nj.gov/comptroller/sandytransparency/index.
shtml). accounting firm to develop financial controls, • development of guidance in development of programs funds.
documentation to project worksheets • transparency in
policies and procedures. implement federal policy • assistance reporting recovery
New York City also established a public and regulation across all managing FEMA progress both
disaster recovery funding and/or other federal externally and
website that listed Sandy-related contracts resources grants internally
and expenditures. One potential barrier to
Recovery web portal
any public facing website is how to handle Another opportunity to share recovery
proprietary data. A limitation of these recov- information with the public is through the use
ery portals was a lack of detailed information
of web-based portals. In the wake of Hurricane
about funding available to specific counties
(and other sub-state levels) that would have Maria, the Puerto Rican government recognized
been useful to local government. a need for publicly available up-to-date
information about basic services in Puerto Rico.
The Governor’s office launched
www.status.pr to update the media, public,
and first responders about conditions across

Tracking recovery progress in a

transparent manner
What might recovery progress look like?
Recovery indicators provide important The extent to which a set of recovery indicators appropriately
information for decisionmakers and the captures long-term outcomes after a disaster depends on the
public type of damage sustained, the pre-existing conditions, the
Decisionmakers at every level want to know about characteristics of the communities impacted, and broader global Puerto Rico’s
Puerto Rico’s economic and disaster recovery so social and environmental trends. Ultimately, if Puerto Rico has
they can allocate resources appropriately and a healthy economy and society, one would expect to see the recovery and
prepare for future disasters. Indicators, which population grow, and economic indicators improve (e.g., presence resilience
can be organized around key themes such as of small businesses, employment rates). People will want to live
in Puerto Rico if there is an opportunity for a good quality of life.
thus needs
Jonathan’s Photos via Adobe Stock economic growth and quality of life, are important
to track progress toward recovery, identify areas This means that physical and emotional needs are being met, to be tracked
NEW ORLEANS INDEX AT FIVE of strength and weakness and modify plans indicated through good physical health, access to health care
with a range
accordingly, support economic growth, and build services, job opportunities, and education. The growing economy
Southeast Louisiana has experienced
multiple large-scale disasters since 2005, community resilience to future shocks. and increased quality of life will be supported by a healthy of indicators,
including Hurricane Katrina and the environment and reliable infrastructure, such as electric power, including
Deepwater Horizon oil spill. Recovery has
Research suggests community resilience is a water services and broadband access, and communities will be
been tracked by the New Orleans Index process of using social and economic resources better prepared for future disasters through emergency plans population
at Five, a set of indicators published on to adapt to and withstand stressors brought on
the fifth anniversary of Katrina by the by disasters. Building resilience throughout
and adequate insurance coverage. wellbeing; access
Brookings Metropolitan Policy Program the recovery process involves a sequence of These types of indicators can move slowly since they are driven to high-quality
and Greater New Orleans Community
interdependent activities. The sequenced time by many things, not just specific recovery initiatives (see box on
Data Center. The Index relies on multiple the New Orleans Index at Five).
health, social,
indicators and topical essays to assess
structure for future infrastructure recovery
the extent to which New Orleans city and projects means that some projects need to happen and economic
Dashboard of recovery indicators needs to be easy to
the surrounding metro area is rebounding before others (e.g., a road needs to be repaired services;
from the disasters. Indicators focused on before mass transit can expand its operations), understand and collect
measures of population, economy, housing so some interim outcomes will be observed For recovery indicators to be useful and usable to diverse
education, job,
and infrastructure. Five years after Hurricane
Katrina, the information collected suggested
before others. Additionally, some outcomes decisionmakers, several features have been prioritized. First, the and housing
(e.g., employment) lag, due to the time it takes selected indicators are positive, that is, higher numbers reflect
that much progress had been made in some
for the effects of some actions (e.g., workforce
opportunities;
areas, but that meaningful progress toward good outcomes. Second, complicated or abstract concepts that
prosperity had not been made for the most development) to ripple through different sectors. are difficult to understand are avoided. Third, minimizing new and a healthy
vulnerable. New Orleans’ recovery and Puerto Rico’s recovery and resilience thus needs data collection methods will reduce the burden within Puerto environment.
transformation continues to be tracked using to be tracked with a range of indicators, including Rico and increase credibility and access to data outside Puerto
an expanded set of indicators and methods.
population wellbeing; access to high-quality Rico. Fourth, to be useful, indicators need to cut across the many
The Index provides important information for
decisionmakers about whether the region’s
health, social, and economic services; education, factors contributing to recovery. Finally, it is critical that recovery
resilience capacity has changed over time job, and housing opportunities; and a healthy indicators not only assess progress in outcomes by sectors, but
and how social and environmental trends environment. Indicators need to capture the can track improvements in systems capacity. Given that this plan
may challenge resilience in the future. ability of individuals, organizations, and whole is intended to be transformative and improve the systems for a
Brookings Metropolitan Policy Program & Greater New Orleans
Community Data Center, 2010, The New Orleans Index at Five. communities to adapt to a changing environment future, innovative Puerto Rican economy, it is also essential to
https://www.brookings.edu/wp-content/uploads/2016/07/08_
neworleans_execsum.pdf
through economic development, social support track changes in structures such as communication, workforce,
and organizational linkages, communication, and data systems.
and community members engaged in collective
decisionmaking and action.

Communications/I.T.
PUBLIC EDUCATION
BUILDINGS
Water
COMMUNICATIONS/
I.T.
Health and Social Services

On the next page are a number of indicators
that the Government of Puerto Rico expects WATER
Puerto Rico recovery indicators
to track to support its recovery process in Education
a transparent and effective manner. These How the people of Puerto Rico will measure success
indicators could inform a web-based portal HEALTH/SOCIAL
IN PROGRESS
for sharing information about the recovery Infrastructure
INDICATOR NAME POSSIBLE SOURCE
SERVICES
DEFINITION
effort. Given the commitment to addressing the
needs of those populations most vulnerable, Puerto Rico Change in working age (18-64 years)
Population change
Cross-sector
the indicators should include consideration of Community Survey adults
INFRASTRUCTUREas percent of overall population
how progress varies by subgroups of interest

(e.g., older adults, children, those living in rural Puerto Rico Percent of population 18-64 years of age
Employment growth
locations). Community Survey in civilian labor force
| 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
PR-Behavioral Risk Factor Percent of adults reporting good,

General health
Surveillance System very good, or excellent health
Access to PR-Behavioral Risk Factor Percent of adults reporting access

health services Surveillance System to healthcare coverage
Educational Puerto Rico Percent of adults over 25 years of age with

attainment Community Survey at least some college or a bachelor’s degree
Broadband FCC Broadband Percent of population with access

communications Progress report to broadband service
Puerto Rico Mortgage

Properties insured Percent uptake of insurance
Bankers Association
Emergency Puerto Rico Emergency Percent of municipalities with an emergency response

preparedness Management Agency plan that has been updated in the past year
Water and wastewater Puerto Rico Aqueduct Number of water and wastewater
treatment and
a nd Sewer Authority treatment plants in operation
Ocean health NOAA Chlorophyll A Concentration

10
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.
Build an environment to support innovation

If the vision and goals identified in this recovery plan are to
be realized, it is crucial that the principle of innovation guides
investments and implementation of recovery activities. Equally
important is that the plan helps to create an environment
that supports the continued cultivation of innovative ideas,
technologies, and policies across the population and diverse
communities in Puerto Rico. Innovation is not merely applying
technology to a problem; it is a more expansive—and ultimately
more powerful—approach that leverages emerging technologies,
methods, and expert advice to turn ideas into solutions that
improve Puerto Rico’s capabilities. Innovative solutions are
problem-oriented, usable, forward-looking, and adaptive. These
solutions emphasize doing things more equitably, efficiently,
cheaply, or in a way that is more environmentally sustainable. At

a minimum, an innovative solution cannot simply repeat what Support decisions that balance speed and
has been done in the past, especially if that path has proven deliberation and acknowledge the true length
unsuccessful.
of recovery
It is important Innovative solutions embrace novel or unprecedented approaches
The nature, pace, and inclusiveness of recovery across
to remember when necessary and as the problem dictates. It is important to
communities may be strongly influenced by decisions made early
remember that novelty is a means to an end, rather than an end
that novelty is a in itself. For known problems with well-understood and readily
in the recovery process and by local institutional capacity. On
one hand, a speedy approach is important to keep businesses
means to an end, available solutions, there is no need to generate new solutions in
operating, provide temporary and permanent shelter for For successful
the name of “innovation.”
rather than an disaster victims, and rebuild infrastructure that is important
long-term
Creating an environment conducive to innovation will be critical to the community and the economy. If official agencies do not
end in itself. For as implementation of recovery activities moves forward. It is act quickly, communities will begin to rebuild in their own recovery,
known problems particularly important that individual projects—and the recovery ways. At the same time, deliberation is an important part of deliberate
with well- plan more generally—be open to feedback. It is essential to have post-disaster reconstruction planning to ensure that land use
sufficiently detailed data to identify when a course of action and infrastructure are coordinated and safe, that approaches planning
understood and does not have the intended result. Assignments of responsibility to rebuilding improve residents’ quality of life, that the needs requires the right
readily available throughout the government will need to be made and enforced to and concerns of all citizens are heard, and that cost-effective
information,
identify and implement any necessary course corrections. solutions are identified. For successful long-term recovery,
solutions, there deliberate planning requires the right information, including including
Similarly, it is important to be able to identify courses of
is no need to action that are working, as successes offer lessons that can
scientific data, so that alternative paths forward can be evaluated
scientific data, so
and robust solutions developed.
generate new and should be diffused to other relevant parts of the recovery
that alternative
process. Recovery investments must not only support innovative The NDRF portrays recovery as a continuum of overlapping
solutions in implementation but also embed a strong system of innovation phases: disaster preparedness (continuous), disaster response paths forward can
the name of within Puerto Rico for the future. The processes and institutions (usually days or months), an intermediate phase of both response
be evaluated and
that drive this approach are interdependent, as existing research and recovery activities (months), and a long-term recovery
“innovation.” robust solutions
shows. phase (may start soon after a disaster but can last months or
This plan focuses on innovation not through one-time injections
years, depending on the size and scope of the event). These developed.
conceptual phases, however, may not reflect the true length of
of research and development spending or the establishment of
recovery because the process is typically nonlinear, complex,
an isolated business incubator, but rather through widespread
and multidimensional. Recovery planning requires substantial
investment in the institutions, infrastructure, and people that
analysis and public debate of difficult tradeoffs as decisions
allow innovation to flourish. For example, courses of action that
are made about infrastructure repair, economic development,
streamline business or property registration may give companies
environmental cleanup, restoration of natural systems, urban
more time to develop new ways to satisfy existing customers or
redevelopment, hazard mitigation, equity and justice, and other
reach new markets. Actions that focus on establishing strong and
challenging issues. In addition, multiple disasters may occur one
resilient infrastructure facilitate the coordination, cooperation,
after the other, so periods of response, recovery, and preparation
and exchange of ideas that result in innovation. Even actions
for future risks may overlap or take longer. For example,
aimed at improving health care delivery can spur innovation by
Puerto Rico was still recovering from Hurricane Irene in 2011
accelerating the process by which Puerto Ricans recover from
when Irma and Maria hit in 2017 (see figure below). Carefully
illness.
sequencing recovery efforts is important to avoid bottlenecks and
minimize frustration.

Possible Topics for Recovery

allocation, and development of a robust
resource network.
Communication
The Government of Puerto Rico will need Edelmen conducted an analysis of 275 news articles
from 40 top-tier English and Spanish-language outlets
to coordinate closely with FEMA to ensure
The recovery continuum that individuals receiving disaster case
in the United States and Puerto Rico reflecting cover-
age (from February to April 2018) associated with the
Simultaneously recovering from one disaster while management services who have remaining hurricanes. The purpose of this analysis was to identify
preparing for another needs when the program ends are connected the most frequently covered (both number of times
with the appropriate steady-state supports. and across multiple outlets) issues in media and recom-
Puerto Rico was in varying
stages of recovery from This means knowing the who these individuals mend some topics that could be prioritized for commu-
the 2006 economic decline nication during the recovery process:
and 2011’s Hurricane Irene, are and coordinating the handoff before the
when Hurricanes Irma and
Maria hit in 2017.
end of case management. The stop and start Coverage of the ongoing response persists and pro-
of recovery initiatives at both the federal and vides an opportunity to highlight current or upcoming
recovery work.
2006 economic decline Island levels can lead to serious discontinuities
in recovery. • Preexisting housing conditions and infrastructure
2011 Irene Long-term recovery Ongoing resilience-building
challenges are frequently covered in the media, pro-
2017 Irma Long-term recovery Ongoing resilience-building
viding an opportunity to share information about how
Communicate about recovery to manage aid requests in the absence of property
ownership evidence.
2017 Maria Long-term recovery Ongoing resilience-building
progress and projects
Future disaster(s) Long-term recovery and integrate community • Broader issues of insurance are highlighted in media
as many Puerto Rican residents may receive only a
SHORT-TERM MONTHS LONG-TERM
Future disasters will also
perspectives in decisionmaking portion of their damage claim requests from compa-
Emergencey Interim housing Capital
E X AM P L E
overlap with ongoing

services investments
Effective engagement with affected nies. Information about how to handle such setbacks
TAS K S
Infrastructure
Emergency shelter repair Strategic
recovery stages.
Debris removal Energy grid
initiatives
communities is important throughout the could address a noticeable information gap.
restoration
lifecycle of a disaster, including during the • News outlets are still reporting challenges with tem-
implementation of the long-term recovery porary housing and education. Addressing the needs
actions detailed in this plan. All communication of outmigrants who lack housing and students expe-
should be clear, consistent, effective, accessible, riencing challenges with under-enrollment in schools
should be considered a priority.
and acknowledge the needs of vulnerable
populations. Additionally, a strong emphasis • Residents remain interested in learning about current
Prepare for transition of federal support should be placed on inclusive, two-way progress to ensure stable electricity to the Island,
communication to ensure community feedback which provides an opportunity for media updates on
As the recovery period extends over months and years, much of the status of the energy system improvement efforts.
the initial support that flooded the Island after the hurricanes is shared with the Government of Puerto
will begin to wane. Appropriate planning is needed to promote Rico. Two-way communication that facilitates • Stories about aid and other investments by the pri-
engagement in the recovery process helps to vate sector can help to renew interest in the recovery
coordinated transitions for individuals and families receiving
activities on the Island, and nationally.
government aid. These transitions include a transition from highlight the unique and diverse needs of many
individual assistance to disaster case management. Disaster case populations, serves to empower individuals • Media remains focused on the rising death toll and
management provides short- and long-term relief to individuals and communities, and, ultimately, provides the long-term impacts. Communication and resourc-
context to understand and implement pathways es that can connect residents with unmet needs to
and families by connecting them with comprehensive services health and mental health care services should be
that facilitate recovery. Lessons learned from prior disaster to action.
provided.
case management approaches suggest that to be effective these Engagement opportunities with the general
• Sharing details about how local leaders are preparing
FEMA’s Interim Operating transitional supports need to be planned with complete and population of Puerto Rico, Puerto Ricans who for the upcoming hurricane season, collecting and
Facility (IOF) at the Puerto Rico accurate information about numbers of people and their needs. have left the Island, and the most vulnerable distributing resources about hurricane preparedness,
Convention Center, following Without this information, government and service providers populations increases the likelihood that the and using multiple channels including accessible AM
Hurricane Maria. will not be able to strategize appropriately for staffing, resource recovery projects will address each population’s radio stations are essential to addressing a continued
FEMA/Paul McKellips
interest into the upcoming hurricane season and how
to prepare.

distinctive needs equitably. Leveraging community leaders

with one-on-one meetings or in broader community workshops,
establishing partnerships with universities to host discussions
or facilitate trainings, creating a centralized information
repository and hotline, and leveraging both traditional (i.e.
non-digital) and new media (i.e. social channels) could promote
engagement with all populations at a large scale. Engaging
populations to understand their specific needs and priorities
can improve support for the recovery process and ensure that
communities remain included post-disaster. This is especially
important because in order to implement many recovery efforts,
deeper engagement with stakeholders (e.g., experts, resource
managers, local leaders, communities) must occur first. Some
recovery efforts require identifying partner NGOs to implement
specific courses of action, securing contracts with agencies to
utilize their resources. (e.g., to develop a workforce or volunteer
base). Further, residents across diverse communities need to
be more readily engaged in future discussions about resilience
investments and disaster planning to better integrate information
about community assets and needs.

11
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.

Ken Wiedemann/GettyImages
12
X
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

Image via HSOAC
COURSES OF ACTION
Precursors
START WITH
A STRONG
FOUNDATION
The order of these precursor actions

is based on the order in which they
were presented in the main text.
PRELIMINARY
DRAFT—JULY 8, 2018 | 166 | | 167 | PRELIMINARY DRAFT—JULY 8, 2018
CPCB 11 MUN 7 ECN 6 MUN 9

Cross-Sector Coordination Create and Implement a Model Improve Data Collection, Enhance Transparency and
in Infrastructure and of Regional Service Delivery Analysis, and Presentation Improve Service Delivery
Implementation and Planning Implement policies to improve the collection, Through Municipal Service
Hire 5 experienced planners to serve as Cross- Design, adopt, and fund a regional public analysis, and presentation of publicly available Request Fulfillment and
Sector Infrastructure and Implementation service delivery and planning model based on data, including (1) updating tax rolls and Tracking Systems
Leaders (CIIL) whose dedicated role within a collaborative decision making process that land registries; (2) preparing timely, audited Implement technology-based mechanisms
COR3 will be to ensure collaboration and includes all levels of government, citizens, and financial reports; (3) improving collection (such as electronic portals and 311 systems)
coordination between sectors when major other stakeholders. This action could include and storage of economic information such to increase accessibility and transparency of
infrastructure projects are proposed or are the GPR delegating services to municipalities as national and tourism satellite accounts; municipal government services.
being developed. and regional entities, and municipalities (4) providing information about public sector
Potential benefits: Increases effi iency,
potentially consolidating the delivery of programs and policies; and (5) cataloging
Potential benefits: Ensures cross-sector transparency, and accessibility of municipal
services as well. current intellectual property and patents held
integration during infrastructure planning and service delivery. Saves taxpayer money.
by citizens of Puerto Rico.
development projects. Increases transparency Potential benefits: Helps municipalities Improves service outcomes.
of infrastructure planning. Integrates plan more effectively and deliver particular Potential benefits: Decreases levels of
Potential costs: $110 million in total estimated
sector needs during development and services more efficiently. Saves money by uncertainty for investors and the public,
costs
implementation. using economies of scale. Reduces duplication informs resource allocation decisions, and
promotes innovation. Potential funder(s): DOL, U.S. Department of
of efforts. Fills service gaps and improves
Potential costs: $6.8 million in total estimated Education, private sector, nongovernment
transparency. Clarifies roles during emergency Potential costs: $55 million in total estimated
costs sources
response. costs
Potential funder(s): HMGP, CDBG-DR, Potential implementer(s): Municipal
Potential costs: $7.8 million in total estimated Potential funder(s): DOC EDA, USDA
Government of Puerto Rico governments
costs
Potential implementer(s): Government of Potential implementer(s): PRPB, PRTC,
Potential funder(s): CDBG-DR, Government of Institute of Statistics, other GPR agencies,
Puerto Rico
Puerto Rico, municipalities MUN 18
federal agencies
Develop and Publicly Report
Potential implementer(s): Government of
Puerto Rico, municipal governments
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

CPCB 12 MUN 16 CPCB 13 ECN 36

Capacity Building for Financial Build the Capacity of Training Workshop on Best Establish Matching Fund Set
Management Municipalities to Apply for, Practices in Post-Disaster Aside
Conduct a study that will re-evaluate the Secure, and Manage Grants Procurement Set aside at least $10 billion from unrestricted
current state of the Government of Puerto Assess municipal governments’ current Organize a conference that convenes chief CDBG-DR funding to provide the 10 percent
Rico’s grant management processes and capacity and skillset to apply for and manage acquisition offi ers, contract offi ers and to 20 percent needed for the Government of
workforce in light of the increased volume federal and other grants. Provide technical other procurement experts from the mainland Puerto Rico to obtain matching federal grants,
and pace of work associated with hurricane assistance and training to increase grant U.S. who were involved in rebuilding after which would unlock billions of dollars in
rebuilding efforts. Anticipate the hiring of management capacity and skills. This action Hurricanes Katrina, Harvey and Sandy, along additional federal funding.
10 additional FTE financial management will be a critical need as federal and other with officers and experts in Puerto Rico. Potential benefits: Allows the Government
personnel as result of study. funding flows to Puerto Rico for recovery- Produce conference proceedings and a guide of Puerto Rico to access the $50 billion to
Potential benefits: Ensures that funds related projects. to post-disaster procurement for innovation $100 billion that the federal government can
earmarked for rebuilding efforts are spent and resilience. provide through FEMA, USDA, EPA, DOC EDA,
Potential benefits: Improves ability of
efficiently and in accordance with regulations municipal governments throughout Puerto Potential benefits: Provides a forum for and other federal agencies to help rebuild
and accounting practices. Allows the financial Rico to access and successfully implement people with post-disaster experience to and repair public buildings, roads, and other
management workforce to cope with the grant funded programs, particularly federal train Puerto Rico procurement offi ers and infrastructure.
additional workload resulting from rebuilding grants for recovery efforts. share best practices. Provides a networking Potential costs: N/A ($10 billion in total
efforts. opportunity among professionals in disaster
Potential costs: $3.4 million in total estimated estimated costs as a cost-share requirement;
Potential costs: $15 million in total estimated management. no costs applicable to the total cost of the
costs
costs Potential costs: $400,000 in total estimated plan)
Potential funder(s): CDBG-DR, Government of
Potential funder(s): HMGP, CDBG-DR costs Potential funder(s): CDBG-DR
Puerto Rico
Potential implementer(s): Puerto Rico Federal Potential funder(s): CDBG-DR Potential implementer(s): Puerto Rico
Potential implementer(s): Puerto Rico Office
Funds Management Offi e of Management and Budget, University of Potential implementer(s): Puerto Rico Federal Executive Branch
Puerto Rico, municipal governments Funds Management Office, chief acquisition
offi ers, contract offi ers, 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 MUN 12 ECN 1

Establish an Emergency Fund Coordinated Local Recovery Create Regional Economic Lower Cost/Increase Ease of
for the Government of Puerto Planning Process Development Plans Doing Business
Rico and Municipalities Establish a process by which all the Provide technical assistance to municipalities Decrease the overall cost and increase
Establish an emergency fund for the municipalities that were severely affected to help create municipal and regional-level ease of doing business across Puerto Rico,
Government of Puerto Rico that can also by the hurricanes develop their respective economic plans that align with the overall including labor costs, input costs, tax costs,
be used by municipalities during disaster recovery and reconstruction plans in a economic development goals of the GPR. and transaction costs in dealing with the
response and recovery. This fund would common, coordinated way. This action Plans will include workforce assessments, government by modifying federal and state-
provide financial assistance for extraordinary provides support—in the form of a dedicated identifying industries with the highest level government policies.
expenses incurred during future disasters, Local Disaster Recovery Manager—to potential in each region, identifying needed Potential benefits: Stimulates investment and
and could be modeled on examples from the municipal governments that need to infrastructure, and providing training. economic growth across nearly all sectors by
continental United States. coordinate the implementation of a large Potential benefits: Ensures each municipality reducing policy-induced barriers to business
number of recovery projects.
Potential benefits: Improves effi iency and will be part of an economic development activity, resulting in decreased outmigration
effectiveness of emergency response and Potential benefits: Provides an opportunity plan to improve workforce training and due to economic conditions over the short-
recovery by allowing municipalities to manage to address long-standing problems, employment, increase the level of economic and long-term.
and disburse emergency funds directly. Allows specifi ally the fragmented delivery of activity, and contribute additional revenues to Potential costs: To be determined
municipalities to continue to fund response federal resources, both over time and among municipal governments and local economies.
numerous programs, which leads to ad hoc Potential funder(s): To be determined
and recovery activities while they are awaiting Potential costs: $6 million in total estimated
reimbursements from FEMA or payouts from decisionmaking and a piecemeal recovery. Potential implementer(s): Government of
costs
insurance companies. Potential costs: $51 million in total estimated Puerto Rico
Potential funder(s): CDBG-DR, SBA,
Potential costs: N/A costs municipalities
Potential funder(s): N/A Potential funder(s): HMGP, CDBG-DR, ECN 44
Potential implementer(s): Governor,
nongovernment sources Puerto Rico, municipal governments
Permanent Exemption of
Legislative Assembly, PRPBA Potential implementer(s): PRPB, municipal Puerto Rico from the Jones Act
Potential implementer(s): Puerto Rico Office
governments Support efforts to work with the federal
of Management and Budget, University of
government to provide a permanent
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 implementer(s): GPR Congressional
delegation

ECN 45 ECN 2 COURSES OF ACTION

Enable Puerto Rico to Become Implement Workforce
Capital
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
and to allow for cargo transfers. The Stevens
Amendment allows foreign cargo aircraft
workforce, especially the unemployed,
underemployed, and those in training for
employment, with a focus on persons
Investments
that stop in Alaska to proceed to other cargo disproportionately affected by disaster who
airports within the United States. Reestablish
the “transit-without-visa” program.
are in high-need occupations.
Potential benefits: Improves labor force
BUILD RESILIENT
Potential benefits: Boosts air cargo activity
and creates additional economic opportunities
participation rates, engages those not
currently or not gainfully employed, and COMMUNITIES,
MODERNIZE
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
promote tourism by easing air travel.
Potential costs: $68 million in total estimated INFRASTRUCTURE,
costs
Potential costs: To be determined Potential funder(s): CDBG-DR, DOL, U.S. AND RESTORE
Potential funder(s): To be determined Department of Education, FEMA Dislocated
Potential implementer(s): GPR Congressional

Workers Program, nongovernment sources THE NATURAL
delegation Potential implementer(s): P3, Puerto Rico
Department of Labor and Human Resources ENVIRONMENT
The order of these actions first

highlights actions from the
sector most relevant to that
objective, listed numerically.
Numerical assignment is random
and does not indicate a specific
prioritization. They are then
followed by actions from other
sectors that are also important
to achieving the capital
investment objective, which are
listed in alphabetical order by
code and number.

Transform the energy system ENR 3

Design and Build a Supporting
ENR 4
Perform Routine Operations
Infrastructure for the and Maintenance Informed by
*The “potential costs” were derived from a cross-walk of activities against those in Build Back Better Electricity System‚ Including Periodic Risk Assessment
Puerto Rico and the Puerto Rico Energy Working Group (PREWG) Build Back Better: Reimagining and Communications Increase operational capability and resilience
Strengthening the Power Grid of Puerto Rico plans. In both of these reports, the total cost to “build Strengthen the electricity system through with ongoing risk assessments and predictive
back better” was just under $18 billion. Our COAs included some additional activities (e.g., studies and improvements to supporting infrastructure maintenance. This action includes periodic
analysis to support decisions as provided by cost team) and total to $22 billion. The “potential funders” such as control centers, communication risk assessments that will inform maintenance
and the “potential implementers” listed below are notional and cannot be definitively identified until systems, and collection systems. efforts of the electrical system. A survey of
long-term planning and privatization of PREPA has been finalized.1 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
ENR 1 ENR 2 of potential risks. Improves the use of funds
supply that is less impacted by threats and
Establish and Enforce Best Design, Build, and Maintain hazards. Promotes economic growth with a for capital investments and maintenance.
Practices for Electricity Grid “Islandable” Portions of the more reliable and resilient energy supply. Supports an electricity supply that is more
Align grid standards with industry best Electricity Grid reliable. Promotes economic growth with a
Potential costs*: $200 million in total
practices—tailored to the unique conditions Design and create an “islandable” grid that more reliable energy supply.
estimated costs
in Puerto Rico—and ensure timely compliance can balance generation and load to continue Potential costs*: $500 million in annual total
and enforcement. delivering localized electricity if other portions Potential funder(s)*: CDBG-DR, FEMA NFIP,
costs
of the system fail. Strategically install, test, U.S. Department of Energy, EPA, NOAA, PREPA,
Potential benefits: Increases knowledge of Potential funder(s)*: CDBG-DR, FEMA NFIP,
and maintain microgrids with an adequate private sector, nongovernment sources
system components. Increases ready access U.S. Department of Energy, EPA, NOAA, PREPA,
to replacement parts. Lowers maintenance inventory of replacement assets. Potential implementer(s)*: PREPA, PREC, new
private sector, nongovernment sources
costs. Allows for faster repairs, a broader Potential benefits: Allows for more private owner/operators
range of material and supplies that can be Potential implementer(s)*: PREPA, new private
resilient electricity and potentially improved
used, and synergies with other endeavors, e.g., owner/operators
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.
PRELIMINARY DRAFT—JULY 8, 2018 | 176 | | 17 7 | PRELIMINARY DRAFT—JULY 8, 2018

ENR 5 ENR 6 ENR 7 ENR 8

Design and Build Hardened Improve Grid Assets’ Resilience Improve Grid Assets’ Resilience Maintain Disaster-Resilient
Grid Assets to Support Critical to Flooding to High Windspeeds Generation Assets
Infrastructure Prioritize hardening the grid to flooding. This Prioritize hardening the grid to high wind Prioritize the maintenance of generation
Prioritize the hardening of electricity and action includes (1) altering floodplains; (2) speeds. This action includes (1) underground assets that were resilient to hurricane
distribution assets. Design assets that enable altering asset types to reduce vulnerability; high-risk lines for critical loads, (2) design damage or that were built during the power
rapid response time for electricity to support (3) reducing exposure by moving, raising, and install poles and towers to withstand 150 restoration efforts and are resilient to future
other critical infrastructure. This action or waterproofing assets; (4) strengthening mph winds per U.S. standards, (3) vegetation disasters. This action includes (1) assessing
includes (1) policy guidance to clarify a plan assets against hydrostatic and hydrodynamic management, (4) reduce transmission and the current state of generation assets, (2)
for outages of a reasonable duration at critical pressures; (5) decommissioning assets where distribution distances by moving generation establishing a generation asset maintenance
facilities and enforce these standards where flood risks are too costly to mitigate; and (6) closer to load centers, (5) decommission budget, and (3) conducting routine
they already exist, (2) energy solutions for expediting repairs to reduce mold and rot assets where wind risks are too costly to maintenance efforts.
homes with electricity-dependent medical damage. mitigate, and (6) establish dual-use programs Potential benefits: Prepares the generation
needs, and (3) a program to increase energy to better manage third-party use of assets.
Potential benefits: Creates a more reliable system for disaster impacts. Uses recovery
reliability to critical water pumps systems. and resilient electricity supply. Reduces Potential benefits: Creates a more reliable funds for rebuilding other aspects of the
Potential benefits: Promotes economic maintenance costs. Allows for the integration and resilient electricity supply. Reduces energy system. Promotes economic growth
growth by creating a reliable electricity supply of hydropower, and synergies with other maintenance costs. Allows for synergies from a reliable, cost-effective energy supply.
that is less impacted by threats/hazards. endeavors such as microgrid installation. with other endeavors, such as microgrid Potential costs*: $2 billion in total estimated
installation.
Potential costs*: $3 million in total estimated Potential costs*: $1 billion in total estimated costs
costs costs Potential costs*: $3 billion in total estimated Potential funder(s)*: HMGP, U.S. Department
costs
Potential funder(s)*: CDBG-DR, FEMA NFIP, Potential funder(s)*: CDBG-DR, FEMA NFIP, of Energy, EPA, NOAA, PREPA, public sector
U.S. Department of Energy, EPA, NOAA, PREPA, U.S. Department of Energy, EPA, NOAA, PREPA, Potential funder(s)*: CDBG-DR, FEMA NFIP, investment companies
private sector, nongovernment sources private sector, nongovernment sources U.S. Department of Energy, EPA, NOAA, PREPA, Potential implementer(s)*: PREPA, U.S.
Potential implementer(s)*: PREPA, new private Potential implementer(s)*: PREPA, U.S. Department of Energy
owner/operators, U.S. Department of Energy Department of Energy Potential implementer(s)*: PREPA, U.S.
Department of Energy


Design and Build Fuel Supply Design and Build Adequate Design and Deploy Coordinate Federal and State
Chain to Provide Reliable Ancillary Services for the Grid Technologies to Improve Real- Emergency Response with
Energy Source Improve the availability of ancillary services by Time Information and Grid Private Sector
Improve the fuel supply chain from port to (1) upgrading generation black start capacity; Control Provide needed improvement in federal,
end use. This action includes (1) increasing (2) repairing or replacing damaged or high- Improve centralized energy management state, and private-sector emergency
investment in the fuel stockpile, (2) expanding risk supervisory control and data acquisition and geographic information systems. response coordination. This action includes
the number of storage facilities, (3) increasing systems; (3) installing spill prevention, control, Install a distributed energy resource incident response improvements, access
the number of—and strategically locating— and containment; (4) selectively installing management system and technologies to to information, and efficient resource
trucks and trained workforce to deliver fuel, redundant battery systems and backup allow communities to operate off-grid after a realignments. Evaluate response efforts and
and (4) expanding the size of existing shipping generators for charging; (5) replacing damaged disaster. design new incident response plans that
ports. transformers; (6) installing high side switches efficiently align resources, lines of authority,
Potential benefits: Relieves pressure from
or circuit breakers; and (7) expanding the and areas of need for the power sector.
Potential benefits: Diminishes vulnerability to response efforts. Improves access to life-
use of renewable and distributed energy
fuel price spikes and enables the distribution sustaining resources. Makes the electricity Potential benefits: Increases speed of
resources.
of emergency fuel to geographically dispersed supply adaptable to changing economic response. Uses resources efficiently. Increases
areas. Potential benefits: Creates a more stable, conditions. Improves the speed of response support from local populations. Increases
resilient electricity supply. Allows for and recovery efforts. access to resources. Allows for more recovery
synergies with other endeavors. Promotes in less time with fewer resources.
estimated costs Potential costs*: $200 million in total
economic growth.
estimated costs Potential costs*: N/A
Potential funder(s)*: HMGP, CDBG-DR, FEMA
Potential costs*: $1 billion in total estimated
NFIP, U.S. Department of Energy, EPA, NOAA, Potential funder(s)*: HMGP, CDBG-DR, FEMA Potential funder(s)*: HMGP, CDBG-DR, FEMA
costs
PREPA, private sector, nongovernment sources NFIP, U.S. Department of Energy, EPA, NOAA, NFIP, U.S. Department of Energy, EPA, NOAA,
Potential funder(s)*: HMGP, CDBG-DR, FEMA PREPA, private sector, nongovernment sources PREPA
Potential implementer(s)*: PREPA, U.S.
NFIP, U.S. Department of Energy, EPA, NOAA,
Department of Energy Potential implementer(s)*: PREPA, USACE, Potential implementer(s)*: PREPA, new private
PREPA, private sector, nongovernment sources
FEMA owner/operators, PREC, PREMA, FEMA, USACE
Potential implementer(s)*: PREPA, PREC


Pre-Position Materials and Design and Build Grid Assets Enable Private Assets for Promote and Provide Sustained
Prepare Workforce for Rapid to Meet Current and Future Standby and Baseload Electricity Delivery to Critical
Response Demand Generation Facilities
Strategically locate materials and prepare Design and build generation, transmission, and Create policy guidance to clarify consumers’ Provide sustained electricity delivery to
the workforce to facilitate a rapid restoration distribution assets to meet current and future responsibility to plan for outages. Expand critical facilities—water, communications,
of electricity service. This activity includes demand projections, including right-sizing and availability and capability of existing and new manufacturing, health services, schools,
(1) assessing the optimal level of material and relocation as required. generation to provide black start capabilities airports, and seaports—to ensure the
workforce resources necessary for recovery and emergency backup. Establish enforceable sustained delivery of public services in the
Potential benefits: Increases effi iency with
for each portion of the grid, (2) installing inspection and maintenance measures for absence of the bulk power system. This action
the use of updated technology. Improves
the materials and training the workforce compliance with requirements. Relocate includes (1) policy guidance on the reasonable
effi iency and effectiveness of response
(both personnel in Puerto Rico and mutual existing generation, transmission, and duration of outages for critical facilities,
efforts. Improves access during all types of
aid partners), and (3) maintaining existing distribution assets. (2) targeted energy solutions for households
operations. Meets other GPR goals, such as
investments through consistent analysis of with electricity-dependent medical needs,
diversifying energy generation. Potential benefits: Creates an electricity
depreciation. and (3) a program to increase energy reliability
supply that is better able to provide energy
Potential costs*: $3 billion in total estimated to critical water pump systems.
Potential benefits: Creates an electrical during, and more easily recover from,
costs
supply that is more resilient and more easily emergency situations. Limits vulnerability to Potential benefits: Improves the effi iency
recovered following natural disasters. Allows Potential funder(s)*: HMGP, CDBG-DR, FEMA the cascading effects of grid failures. and effectiveness of response efforts.
for greater access and reliability. Promotes NFIP, U.S. Department of Energy, EPA, NOAA, Improves access to life-sustaining resources
Potential costs*: $700,000 in total estimated
economic growth. PREPA, private sector, nongovernment sources after a disaster.
costs
Potential costs*: $1 billion in total estimated Potential implementer(s)*: PREPA, new Potential costs*: $200 million in total
costs private owner/operators, PREMA, PRIDCO, estimated costs
private companies
Potential funder(s)*: HMGP, CDBG-DR, FEMA PREPA, private sector, nongovernment sources Potential funder(s)*: HMGP, CDBG-DR, U.S.
NFIP, U.S. Department of Energy, EPA, NOAA, Department of Energy, EPA, NOAA, PREPA,
Potential implementer(s)*: PREPA, new private
PREPA, private sector, nongovernment sources private equity
owner/operators, FEMA, PRIDCO, private
Potential implementer(s)*: PREPA, new companies, municipalities Potential implementer(s)*: PREPA, PRASA,
private owner/operators PREMA, FEMA, USACE


Promote and Provide Energy Train the Future Energy Design and Deploy Data Design and Build Capital Assets
and Water to Emergency Workforce Systems to Inform Response to Reduce Restoration Time
Infrastructure Train a workforce capable of installing, and Recovery Decisions and Cost
Ensure appropriate energy and water operating, and maintaining Puerto Rico’s Establish data, IT, and OT systems to inform This action includes (1) investments to
infrastructure at critical facilities, e.g., future energy system. This action includes (1) decisions during response and recovery. enhance maintenance and operations,
schools and stadiums. This action includes developing and implementing plans to provide Create a robust data inventory of assets. (2) standardization of components,
(1) selectively investing in microgrids workforce training and capacity building, Acquire communications systems to support (3) relocation of transmission and distribution
and islanding equipment for emergency (2) workforce rightsizing, (3) adequately inventory management. Improve coordination assets to improve access, (4) stockpiling of
services; (2) installing technologies to make supporting the integrated resource plan among stakeholders responsible for critical rapidly deployable grid restoration assets,
communities more independently resilient, process, and (4) establishing centers of infrastructure. Update PREPA’s IT and OT (5) installation of additional assets to reduce
such as feeder automation controls, onsite excellence to attract skilled research and systems. failures, and (6) the redesign of some existing
backup generation, combined heat and power engineering talent. generation and substation units.
Potential benefits: Creates an electricity
systems, rooftop solar, and battery storage; Potential benefits: Develops a skilled Potential benefits: Creates an electricity
supply that can be restored faster after a
and (3) building energy management systems workforce that can drive energy system system that can be restored more quickly
major power loss.
at strategically located sites. after a major power loss and that is more
transformation and economic growth. Speeds
Potential costs*: $30 million in total estimated resistant to damage in the first place.
Potential benefits: Creates a reliable energy recovery from power loss events.
costs
source after a catastrophe. Enhances Potential costs*: $5 billion in total estimated
Potential costs*: $4 million in total estimated
emergency response. Potential funder(s)*: FEMA, Government of costs
costs
Puerto Rico, private sector
Potential costs*: $500 million in total Potential funder(s)*: HMGP, FEMA NFIP, U.S.
Potential funder(s)*: CDBG-DR, U.S.
estimated costs Potential implementer(s)*: PREPA, new Department of Energy, EPA, NOAA, PREPA,
Department of Energy, DOL, EPA, NSF, U.S.
private owner/operators, USACE, FEMA, U.S. private sector
Potential funder(s)*: HMGP, CDBG-DR, U.S. Department of Education, nongovernment
Department of Energy Potential implementer(s)*: PREPA, new private
Department of Energy, EPA, NOAA, PREPA, sources
owner/operators, PREMA, FEMA, USACE
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 ENR 21
societies 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.
costs
Potential funder(s)*: FEMA, Government of

owner/operators, PREMA, FEMA, USACE ENR 23 ENR 24 ENR 25

Design Best Strategies for Design Best Strategies for Build Capacity for Municipality
ENR 22 Renewable Energy Resources Affordable and Stable Decisionmaking of Energy
Enable and Promote Determine the appropriate strategies for all Energy Prices Systems
Distributed Generation types of existing and potential renewable Prioritize strategies for energy generation Enable municipalities to plan, finance,
energy resources (wind, solar, biomass, resources that reduce prices and volatility and develop renewable energy systems
Distribute generation assets in a new way
hydro, tidal, etc.). Assess the possibility of faced by consumers. Establish goals for the and other strategic distributed energy
to align generation facilities with the highest
revitalizing hydropower facilities across quantity and type of energy sources to be resources for municipal buildings. Help
demands, decreasing the transmission
Puerto Rico, especially facilities with black generated. Evaluate the costs and benefits municipalities manage the decisionmaking and
distances and strengthening the system.
start or “islanding” capabilities. Promote the of alternative generation resources. Evaluate implementation process by providing needed
Integrate distributed energy resources
development of prioritized siting of renewable options and establish policies that incentivize expertise and advice on how to align activities
and maintain service continuity to critical
energy. private investment. Develop a workforce that aimed at meeting renewable energy goals.
customers and loads.
Potential benefits: Changes the cost structure can maintain generation investments. Potential benefits: Helps meet GPR renewable
Potential benefits: Prevents cascading
for the electricity utility. Improves resilience Potential benefits: Establishes a system energy standards and provides cost effi ient
failures. Provides emergency power to critical
and faster recovery of the energy grid. that provides affordable, reliable, and high- solutions. Contributes to resilient and/or
needs. Provides reliable power options to
Increases access and reliability. Reduces quality electric power to small businesses, redundant systems.
consumers. Advances clean energy and
environmental and health costs. Promotes commercial and industrial users, and the
energy cost goals. Potential costs*: $2 million in total estimated
economic growth. broader economy of Puerto Rico. costs
Potential costs*: $800,000 in total estimated Potential costs*: $3 billion in total estimated
costs Potential funder(s)*: CDBG-DR, U.S.
costs costs Department of Energy, EPA, NOAA, PREPA,
Potential funder(s)*: CDBG-DR, U.S. Potential funder(s)*: CDBG-DR, FEMA NFIP, private sector, nongovernment sources
Department of Energy, PREPA, private sector, U.S. Department of Energy, EPA, NOAA, PREPA,
HUD, PREPA, private sector Potential implementer(s)*: PREPA, new private
nongovernment sources private sector, nongovernment sources owner/operators, Government of Puerto Rico,
Potential implementer(s)*: PREPA,
Potential implementer(s)*: PREPA, new Potential implementer(s)*: Government municipalities
Government of Puerto Rico
private owner/operators, PRASA, Government of Puerto Rico, PREPA, new private owner/
of Puerto Rico, municipalities operators, PREC

ENR 26
Establish Energy Sector
ENR 27
Establish Regulations to Modernize the telecommunications
Governance Responsibilities Transform the Energy Sector
for State-Level Agencies Establish regulatory policies, with system
Encourage the GPR to clarify goals and implementation and responsiveness to the
identify effi ient relationships and governance needs of energy customers, that will allow
sharing across the energy sector. Evaluate the energy sector to deliver a modern energy CIT 1 CIT 4
and increase the degree of transparency, system that is affordable, renewable, scalable, Land Mobile Radio System Rural Area Network Task Force
accountability, and interrelated lines of and redundant. Create a regulatory process Devise and execute a plan that will assess Establish a task force to develop
authority between regulators, energy system that aligns the needs, resources, monitoring, (1) upgrading and consolidating the current communications networks and information
operators, legislators, and executive offi ers. incentives, and feedback needed to deliver on public LMR systems and supporting systems in rural or disconnected areas,
the energy sector potential and promises. microwave networks, and/or (2) joining the particularly for the elderly, limited-mobility
Potential benefits: Allows for the maximum
benefit to flow to the energy sector and, Potential benefits: Helps meet the vision of federal LMR system when available. The plan individuals, and caregivers, for use in
ultimately, to the people of Puerto Rico. modernizing the energy system to ensure will also monitor FirstNet’s progress as a emergencies.
that it is affordable, renewable, scalable, and potential backhaul, complementary service,
Potential costs*: $3 million in total estimated Potential benefits: Initiates establishment of
redundant. and/or potential replacement. The plan’s
costs information systems that will avoid loss of life
options may differ in the short/long terms and
Potential costs*: $2 million in total estimated and improve the health of people in areas with
Potential funder(s)*: CDBG-DR, U.S. for voice/nonvoice applications.
costs limited communications infrastructure.
Department of Energy, EPA, NOAA, PREPA, Potential benefits: Achieves a resilient,
private sector, nongovernment sources Potential funder(s)*: CDBG-DR, U.S. Potential costs: $400,000–$800,000 in total
state-of-the art, cost-effective public LMR
Department of Energy, EPA, NOAA, PREPA, estimated costs
Potential implementer(s)*: Government of system. Allows system interoperability;
private sector, nongovernment sources reduces maintenance and logistics costs; and Potential funder(s): Government of Puerto
Puerto Rico, PREC
Potential implementer(s)*: Government of facilitates repairs, restoration, and equipment Rico, private sector
Puerto Rico, PREC, U.S. Department of Energy upgrades. Potential implementer(s): PRTRB, PREMA
costs
CIT 5
Potential funder(s): PA, CDBG-DR Implement Public Safety/
Potential implementer(s): DPS, PRTRB, CIO Government Communications
Backup Power
CIT 3 Increase the resilience and redundancy of
Upgrade and Enhance 911 Puerto Rico’s public safety and government
Service communications networks by implementing
standardized backup power sources.
Upgrade the current 911 network to an
Emergency Services IP Network, implement Potential benefits: Improves resilience and
Next Gen 911, and consolidate dispatch at the redundancy. Helps ensure continuity of
PSAP. emergency services and essential government
operations.
Potential benefits: Improves the effectiveness
of 911 service through new features (such as Potential costs: $30 million in total estimated
text, photo, video and GPS location sharing), costs
improves 911 response times, and improves Potential funder(s): HMGP, CDBG-DR,
system resilience. Government of Puerto Rico
Potential costs: $3 million–$7 million in total Potential implementer(s): Government of
estimated costs
Puerto Rico
Potential funder(s): DOC
Potential implementer(s): Puerto Rico 9-1-1
Service Governing Board

CIT 6 CIT 9 CIT 12 CIT 15

Modernize the Emergency Auxiliary Communications— Perform Site Structural Undersea Fiber Ring System
Operations Center Volunteer Radio Groups and Analysis for All Government Expand the submarine communications
Upgrade the EOC to meet U.S. standards. Organizations Telecom Towers (Both Public network using a ring topology to connect
Potential benefits: Improves emergency Build a skilled, trained volunteer workforce and Privately Owned) regions around the Island.
managers’ ability to coordinate with disaster of radio operators to provide auxiliary Perform a detailed structural analysis every Potential benefits: Ensures a highly resilient,
response and recovery. community communications to support five years of the towers that are considered island-level network with reduced recovery
response efforts. critical infrastructure and provide government time after failures; provides economic
Potential costs: $11 million–$17 million in total
Potential benefits: Extends emergency with emergency and other services. benefits; and improves route availability to,
estimated costs
operations at minimal cost. Determine whether all towers used for from, and within the island.
Potential funder(s): FEMA EMPG, Government emergency communications meet the Puerto
Potential costs: $1 million in total estimated Potential costs: $67 million–$235 million in
of Puerto Rico Rico tower code on structural loading.
costs total estimated costs
Potential implementer(s): PREMA, PRTRB Potential benefits: Aids in maintaining a
Potential funder(s): Government of Puerto Potential funder(s): DOC EDA, Government of
resilient communications infrastructure
Rico, nongovernment sources Puerto Rico, private sector, sale of capacity via
and emergency communications, as well as
CIT 7 Indefeasible Right of Use or by lease
Potential implementer(s): PREMA, volunteer continuity of government services.
Establish an Alternate groups Potential implementer(s): PRTRB, private
Emergency Operations Center Potential costs: $4 million in total estimated
industry
costs
Establish an alternate EOC, an alternate PSAP,
and a center for COOP and COG housed in the CIT 10 Potential funder(s): PA, HMGP, CDBG-DR
Transoceanic Submarine Cable CIT 16
same building, located outside the San Juan Potential implementer(s): DPS, PRTRB
area. Introduce state of the art undersea cable(s)
Government Digital Reform
situated away from San Juan (e.g., one for Planning and Capacity Building
Potential benefits: Provides backup location
the mid-term, two additional drops in the CIT 13 Create a roadmap for digital transformation
for emergency management operations and
long term with room to grow in bandwidth). Streamline the Permitting and and determine priorities, assess needs, costs,
critical government functions in times of crisis.
Mitigate threats to existing landing stations Rights of Way Processes for and feasibility for a government-wide digital
Potential costs: $17 million in total estimated and related infrastructure after a disaster. Towers and the Deployment of transformation strategy.
costs
Potential benefits: Increases redundancy and Fiber-Optic Cable Potential benefits: Helps Puerto Rico benefit
Potential funder(s): FEMA EMPG, Government on-island internet capacity/performance and Establish a central rights of way and from best practices and avoid common pitfalls
of Puerto Rico potentially reduces communications network permitting approval authority to achieve to digital transformation, ensures stakeholder
Potential implementer(s): PREMA, PRTRB recovery time and consumer costs. Maintains uniform and streamlined approval processes. buy-in, and provides a comprehensive
service if a line is damaged, and provides strategy and set of metrics.
Potential benefits: Serves as an important
economic benefi s. step towards providing high-speed internet Potential costs: $14 million in total estimated
Potential costs: $67 million–$235 million in service to support education, health costs
total estimated costs care, social services, the visitor economy, Potential funder(s): CDBG-DR, DOC EDA
emergency services, and other sectors.
Potential funder(s): Government of Puerto Potential implementer(s): CINO, CIO
Rico, private sector, sale of capacity via Potential costs: $600,000 in total estimated
Indefeasible Right of Use or by lease costs
Potential implementer(s): PRTRB, GPR Potential funder(s): FCC
agencies, private industry Potential implementer(s): PRTRB, GPR
agencies, municipalities


Puerto Rico Data Center Municipal Hotspots Government-Owned Fiber- Use Federal Programs to Spur
Establish a robust and disaster-proof, scalable, Provide government-sponsored wi-fi n Optic Conduits to Reduce Deployment of Broadband
cloud-enabled data center for governmental town centers and public buildings to address Aerial Fiber Optic Cable and Internet Island-Wide
information systems that expands its capacity the digital disparity and provide a priority Incentivize Expansion of Work with the FCC, HUD, other federal
to perform essential governmental functions connection point after a disaster for reaching Broadband Infrastructure agencies, and GPR agencies to streamline
and deliver essential services. a large number of residents in one place. Design for the deployment of conduit for and expedite applications and approvals for
Maximize public access to government- buried fi er optic cable and other utilities. schools, libraries and clinics to receive funding
Potential benefits: Enables highly reliable
sponsored wi-fi rom the main centers of Trench and lay empty conduit according to the for broadband services through FCC’s E-rate
governmental IT services for tracking,
public life, including municipal buildings, parks, design. Allow telecom providers to install their program, supplemented by other federal
supporting, and coordinating response and
and town squares across Puerto Rico. own fiber optic cable in GPR-owned conduit. programs. Work with the FCC, federal agencies
recovery needs within Puerto Rico and
externally, while preserving the integrity of all Potential benefits: Reduces the “digital and GPR agencies to leverage these programs.
Potential benefits: Increases the resilience
essential information systems. divide” and provides a priority post-disaster of telecom services while reducing costs to Potential benefits: Facilitates the deployment
connection point for reaching a large number telecom providers to bury cable, facilitating of internet services to schools, libraries and
Potential costs: $68 million–$190 million in
of residents in one place. the burial of aerial fiber optic cable, and clinics as precursor to improving the provision
total estimated costs
Potential costs: $18 million in total estimated provision of broadband deployment of education, health and other services.
Potential funder(s): Government of Puerto
costs throughout the Island. Provides trenching Potential costs: $0.9 million in total estimated
Rico, lease of excess capacity, nongovernment
and conduit adequate to accommodate other costs
sources Potential funder(s): CDBG-DR, DOC EDA
utilities. Minimizes the need for multiple
Potential implementer(s): CIO, GPR agencies Potential implementer(s): CINO, PRTRB, GPR Potential funder(s): FCC, USDA, HUD, DOC EDA,
roadway disturbances.
agencies, municipalities NTIA
Potential costs: $1.3 billion in total estimated
Potential implementer(s): PRTRB, FCC, PRDE
CIT 18 costs
Database of Critical CIT 20
Potential funder(s): CDBG-DR, DOC EDA, P3
Infrastructure Continuity of Business at CIT 24
Potential implementer(s): PRTRB, FCC, private
Create an open, modular, and standards-based PRIDCO Sites Establish Puerto Rico
telecommunication companies
information system for up-to-date, geo- Maintain key business activities at PRIDCO sites Communications Steering
referenced, cross-sector data on government to provide continuity of services when primary Committee
and privately owned critical infrastructure communications methods are degraded after Establish a new Government of Puerto Rico
with near-real-time mapping capabilities. a disaster by using, for example, fiber-optic,
of Puerto Rico Communications Steering
satellite, microwave, and cloud-based or
Potential benefits: Improves visibility of Committee with a rotating chairperson to
hosted services and information systems.
critical infrastructure status, provides accurate organize planning efforts and coordinate
data to inform emergency response, and Potential benefits: Improves the resilience among key public safety and commercial
increases private-sector awareness of of business enterprises that are major communications stakeholders in the event of a
government work affecting infrastructure contributors to the US economy, facilitates disaster.
cross-sector economic development within
availability. Potential benefits: Helps ensure proper
Puerto Rico, and supports communications to
Potential costs: $8 million–$15 million in total impacted areas during a disaster. planning, governance, and collaboration to
estimated costs effectively and effi iently recover, maintain
communications infrastructure, and mitigate
Potential funder(s): Private sector, costs
interoperability challenges and duplication of
Potential funder(s): DOC EDA, CDBG-DR, effort after a disaster.
Potential implementer(s): CIO, GPR agencies Government of Puerto Rico
Potential implementer(s): PRIDCO costs
Potential funder(s): Government of Puerto Rico
Potential implementer(s): Offi e of the
Governor, PREMA, PRTRB, DPS, CIO, CINO,
municipalities


Evaluate and Implement Study Feasibility of Digital Health Care Connectivity to Resilience/e-Construction
Alternative Methods to Deploy Identity Strengthen Resilience and Learning Lab
Broadband Internet Service Study existing models and public acceptance Disaster Preparedness Establish a Resilience/e-Construction Learning
Throughout Puerto Rico of a secure digital identity including its reliance Provide robust, resilient, multimodal Lab in partnership with universities as a
Create a comprehensive plan for deploying on resilient power and communications to connectivity to the 86 community clinics one-year pilot project in one municipality to
broadband internet throughout Puerto facilitate government and private-sector across Puerto Rico using satellite, low- digitize resilient construction assessment,
Rico by leveraging existing fiber rings and transactions. power radio, and line-of-site technologies to permitting, and reporting processes.
assessing the availability of existing federal Potential benefits: Helps enable secure digital complement fi er and cell systems and allow Potential benefits: Streamlines construction,
programs, in particular those of the Federal transactions, reduce costs associated with clinics to share bandwidth to support other saves document printing and storage costs,
Communications Commission (FCC). validation and access to government services recovery activities. decreases communication delays and
Potential benefits: Serves as an important when privately held records are unavailable, Potential benefits: Improves health care, transmittal times, and increases transparency
step towards providing high-speed internet and reduce potential for fraud and identity emergency response, and medical innovation; and tax collection.
service to support education, health theft. provides real-time access to electronic Potential costs: $20 million–$70 million in
care, social services, the visitor economy, Potential costs: $2 million in total estimated health records, clinical data, and services, and total estimated costs
emergency services, and other sectors. costs bolsters situational awareness after a disaster.
Potential funder(s): CDBG-DR, DOC EDA, DOT
Potential costs: $0.9 million in total estimated Potential funder(s): Government of Puerto Potential costs: $140 million–$280 million in
Potential implementer(s): CINO, PRDH
costs Rico, P3 total estimated costs
Potential funder(s): CDBG-DR, FCC Potential implementer(s): CINO, GPR agencies Potential funder(s): HMGP, CDBG-DR, ASPR,
FCC, DHHS, VA, DoD, Government of Puerto CIT 34
Rico Digital Citizen Services
CIT 28 Expand the scope of PRITs to include a focus
Potential implementer(s): CINO, PREMA,
Innovation Economy/Human PRTRB, PRDOH on citizen-centered services and prioritizing
CIT 26 Capital Initiative a “one-stop-shop” experience for accessing
Wi-fi Hotspots in Public Create a public-private initiative to provide government services and information in an
Housing and “Digital digital skills training, entrepreneurship CIT 30 easy-to-use fashion.
Stewards” Program programs, and access to new technologies Resiliency Innovation Network
Potential benefits: Increases public trust,
Establish a “Digital Stewards” program to train through a network of innovation hubs and Leading to Development of a transparency, and accountability; increases
residents to install and service wi-fi otspots entrepreneur centers, training partnerships Resiliency Industry adoption of digital services; and streamlines
in public housing and other publicly funded with schools, and outreach via mobile labs to Create a Resiliency Innovation Network government processes.
facilities. rural and underserved areas. to build on existing Puerto Rico Science,
Potential benefits: Promotes a digitally literate Technology, and Research Trust (PRSTRT) and
Potential benefits: Decreases the “digital costs
employment pool for tech-reliant industries. university facilities to develop, teach, test, and
divide,” reduces costs for low-income
refine resiliency products and services. Potential funder(s): CDBG-DR, DOC EDA,
residents who previously relied on expensive Potential costs: $30 million–$70 million in Government of Puerto Rico
data plans, and provides a priority post- total estimated costs Potential benefits: Stimulates new
disaster connection point. commercial ventures and jobs, empowers Potential implementer(s): CINO, GPR agencies
Potential funder(s): DOC EDA, NSF, U.S.
communities and individuals, and increases
Potential costs: $20 million in total estimated Department of Education, nongovernment
resilience to disasters.
costs sources
Potential funder(s): CDBG-DR, PRDH Potential implementer(s): CINO, GPR agencies,
costs
Potential implementer(s): CINO, HUD, PRDH universities, municipal governments
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
Government Digital Process
CIT 37
Consolidated Government Rethink water systems
Reform Information Systems
Establish people-centered digital design and Implement an open, modular, standards- WTR 1 WTR 2
data science teams within the Government based platform for information systems and
Resilient Repair or Improve the Operational
of Puerto Rico to tackle cross-cutting policy consolidate Government of Puerto Rico and
Replacement of the PRASA Efficiency and Performance of
and operational challenges and coordinate municipal government systems to improve
government agencies. continuity of government and quality of
Drinking Water System PRASA Water and Wastewater
government services in the context of a Repair or replace PRASA drinking water Systems
Potential benefits: Establishes a “whole-of-
disaster. system assets and facilities in a manner that Improve operational efficiency of PRASA’s
government,” people-centered digital design
enhances future resilience to extreme events. systems by leveraging technology, enhancing
and data-driven approach to continuously Potential benefits: Eliminates current mix
Potential benefits: Ensures quality and monitoring and strengthening use of industry
improve services, spend resources effectively, of legacy government systems, reduces
quantity of service to PRASA clients, which best practices to improve quantity and quality
improve service delivery, better serve the operating costs, and improves reliability of
safeguards public health and supports of service.
public, and make better policy. government functions, including response and
recovery coordination. economic activity, including tourism and Potential benefits: Ensures quality and
industry. Strengthens PRASA financial quantity of service to PRASA clients, which
costs Potential costs: $482 million in total estimated
sustainability through a more resilient safeguards public health and supports
costs
Potential funder(s): CDBG-DR, DOC EDA, infrastructure system. economic activity, including tourism and
Government of Puerto Rico Potential funder(s): HMGP, CDBG-DR, industry. Strengthens PRASA financial
Potential costs: $6.340 billion in total
Government of Puerto Rico sustainability through increased efficiency and
Potential implementer(s): CINO, GPR agencies estimated costs
Potential implementer(s): CIO, GPR agencies performance as well as reduced operating
Potential funder(s): PA, HMGP, CDBG-DR,
costs.
CIT 36 DOC EDA, Government of Puerto Rico, PRASA,
Data Collection and CIT 38 private insurance
costs
Standardization for Disaster Procure a Mobile Emergency Potential implementer(s): PRASA, EQB, EPA,
Preparedness and Emergency Communications Capability PRDOH Potential funder(s): CDBG-DR, Government of
Response Puerto Rico, PRASA, P3
Develop the capability to quickly reestablish
Support expansion and ongoing development communications for emergency and Potential implementer(s): PRASA, EQB, EPA,
of status.pr website with data-sharing government operations in the aftermath of a PRDOH
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
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 WTR 8 WTR 11

Enhance the Efficiency and Improve Treatment and Achieve Financial Stability for Repair, Replace, and Improve
Resilience of PRASA Electricity Storage Capacity to Handle PRASA PRASA Wastewater Treatment
Services High Turbidity Events Improve financial sustainability of PRASA Plants and Sanitary Sewer
Enhance the efficiency and resilience Improve treatment and storage capacity to by developing and implementing plans that Collection Systems
of electricity services for PRASA assets handle high turbidity events by upgrading include asset divestment, reducing operating Repair and update WWTPs as well as sanitary
and facilities by developing an energy water treatment plants in vulnerable service costs and customer delinquencies, enhancing sewer collection systems to maintain
diversification strategy that ensures adequate zones and better protecting water sources. revenue collection, as well as exploring regulatory standards, anticipate future
backup power for essential facilities and alternative pricing mechanisms and public- capacity needs and follow industry best
Potential benefits: Increases the safety of
reduces electricity demand. private partnerships. practices.
PRASA drinking water services by reducing
Potential benefits: Ensures quality and the public health risks associated with high Potential benefits: Ensures sustainability Potential benefits: Eliminates discharge of
quantity of service to PRASA clients during turbidity water entering the potable water of Puerto Rico’s dominant water and waste untreated sewage into the environment.
electricity disruptions, which safeguards distribution system. water service provider, which supports Reduces risk of impacts to human health and
public health and supports economic activity, economic activity, safeguards public health, closures of beaches and waterways due to
including tourism and industry. Strengthens and facilitates provision of public services. contamination.
costs
PRASA financial sustainability through cost- Potential costs: $1.8 million in total estimated
Potential funder(s): PA, HMGP, CDBG-DR, EPA, Potential costs: $4.284 billion in total
saving reductions in energy demand and costs
Government of Puerto Rico, PRASA estimated costs
greater use of self-supplied energy sources.
Potential funder(s): Government of Puerto Potential funder(s): PA, HMGP, CDBG-DR,
Potential costs: $2.183 billion in total Potential implementer(s): PRASA, EQB, EPA
Rico, PRASA, nongovernment sources Government of Puerto Rico, PRASA, private
estimated costs
Potential implementer(s): PRASA insurance
Potential funder(s): PA, HMGP, CDBG-DR, WTR 7
Potential implementer(s): PRASA, EQB, EPA
Government of Puerto Rico, PRASA, P3 Strengthen PRASA’s Asset
Management Program WTR 10
Conduct an asset needs assessment and
Curtail Unauthorized Releases WTR 13
implement an enhanced asset management into Sanitary Sewers Develop Reuse Practices for
WTR 4 program for PRASA drinking water and Curtail the disposal of fats, oil and grease Treatment Byproducts
Enhance Ability to Transfer wastewater assets to decrease lifecycle costs (FOG) and other unauthorized releases into Find economically viable uses for drinking
Potable Water Among PRASA and improve performance. wastewater collection systems by introducing water and wastewater treatment byproducts
Service Zones educational programs, implementing by developing reuse practices and processes
Potential benefits: Supports cost-effective
Enhance ability to transfer potable water mitigation measures, and creating incentive that enable the use of biosolids in the energy,
and reliable drinking water and wastewater
among PRASA service zones by improving programs. industrial, and agricultural sectors.
service delivery, which is critical for economic
interconnections and operations. activity and public health. Strengthens PRASA Potential benefits: Improves the performance Potential benefits: Mitigates the costs
Potential benefits: Ensures quality and financial sustainability through decreases in of sanitary sewer systems, reduces overflow associated with byproduct disposal and
quantity of service to PRASA clients, tourism lifecycle costs for infrastructure assets and events and raw sewage exposure, and develops an additional revenue stream for
and industry by enhancing flexibility and improved investment planning. improves human health and the quality of PRASA.
reducing the likelihood of service disruptions receiving waters.
Potential costs: $11.5 million in total estimated Potential costs: $90 million in total estimated
to households and businesses. Strengthens costs Potential costs: $24 million in total estimated costs
PRASA financial sustainability through cost- costs
Potential funder(s): Government of Puerto Potential funder(s): CDBG-DR, EPA, USDA, P3,
effective interconnections between PRASA
Rico, PRASA, DOL, EPA, nongovernment Potential funder(s): Government of Puerto Government of Puerto Rico, PRASA
service areas.
sources Rico, PRASA, EPA
Potential costs: $150.5 million in total Potential implementer(s): PRASA, EQB, EPA
Potential implementer(s): PRASA, EQB, EPA Potential implementer(s): PRASA, EPA
estimated costs
Potential funder(s): HMGP, CDBG-DR,
Government of Puerto Rico, PRASA


Improve Equity in Drinking Build Capacity of Non-PRASA Invest in Stormwater System Reduce Urban Nuisance
Water Provision for Systems Management Flooding
Nonregulated Systems Build the technical, managerial, administrative, Invest in stormwater system cleaning, Reduce urban nuisance flooding and mitigate
Develop equitable and resilient solutions and financial capacity of non-PRASA monitoring, maintenance and assessment the discharge of contaminated stormwater
to household drinking water provision in communities and nonregulated drinking through (1) comprehensive and routine asset runoff into bodies of water through improved
geographically remote areas by expanding water systems and their users by enhancing mapping, (2) hydrologic and hydraulic analyses, stormwater infrastructure design standards,
mechanisms to coordinate NGO and municipal and institutionalizing communications and (3) illicit discharge detection and elimination green infrastructure, enhanced stormwater
efforts for the provision of safe drinking water outreach to non-PRASA and nonregulated (IDDE) program expansion, (4) education and permitting processes and land use regulations,
in nonregulated systems. system operators and communities. technical assistance, (5) assessment of system improved system capacity, incentive programs
Potential benefits: Increases equity in water capacity and condition, (6) removal of debris for stormwater retention, and public outreach
Potential benefits: Builds capacity by
service provision, reduces public health and blockages, and (7) inventory management campaigns.
giving community members the skills and
impacts and exposure to waterborne disease, of parts and equipment.
experience to run their own systems, resulting Potential benefits: Improves water and
and institutionalizes support for nonregulated in better service and improved public health. Potential benefits: Improves water and environmental quality and human health
systems. environmental quality and human health. and reduces damages to public and private
Potential costs: $13.9 million in total estimated
Potential costs: $12.5 million in total estimated Reduces damages to public and private property from urban flood events.
costs
costs property from urban flood events. Potential costs: $1.005 billion in total
Potential funder(s): PA, HMGP, CDBG-DR, EPA,
Potential funder(s): EPA, USDA, Potential costs: $418.7 million in total estimated costs
nongovernment sources estimated costs Potential funder(s): EPA, USDA, Government
Potential implementer(s): Individual non-
Potential implementer(s): Individual Potential funder(s): PA, HMGP, CDBG-DR, EPA of Puerto Rico, DNER
PRASA water treatment facilities, Puerto Rico
nonregulated facilities, NGOs, PRDOH, Puerto Public Service Commission, NGOs, EPA, PRDOH Potential implementer(s): Municipalities, Potential implementer(s): Municipalities,
Rico Public Service Commission, universities, DNER, PRASA, EPA, USGS, PRPB, OGPe, NOAA, DNER, PRASA, EPA, USGS, PRPB, OGPe, NOAA,
DNER EQB, DTOP, private industry and NGOs EQB, DTOP, private industry and NGOs
WTR 17
Reduce Incidence of Raw
WTR 15
Sewage Exposure WTR 20
Improve Reliability and Safety Relocate or Redesign Assets in
Reduce incidence of raw sewage leakage
of Non-PRASA Systems Flood Zones
from septic tanks, as well as human and
Repair or replace equipment, improve water environmental exposure to sewage, by Relocate or redesign assets in flood zones
treatment, enhance monitoring, and expand (1) establishing an institution to build technical according to building standards and updated
contingency planning to improve reliability capacity, and (2) enhancing regulatory and hydrologic guidelines to reduce the likelihood
and safety of water provision for non-PRASA
enforcement actions for septic tank design of service disruption or infrastructure failure
drinking water systems.
standards and best maintenance practices, during 100- and 500-year flood events.
Potential benefits: Increases capacity to (3) implementing financial assistance
Potential benefits: Decreases flood risk and
provide reliable, safe drinking water and programs.
increases water sector resilience to future
improves compliance with the Safe Drinking
Potential benefits: Reduces exposure to disasters by preventing flooding, damage, and
Water Act.
harmful bacteria in raw sewage and ensuing service interruption.
Potential costs: $19 million in total estimated health risks. Improves community and
costs environmental stewardship.
costs
Potential funder(s): EPA, USDA, Government Potential costs: $1.814 billion in total estimated
Potential funder(s): HMGP, CDBG-DR, DOC
of Puerto Rico costs
EDA
Potential implementer(s): Non-PRASA water Potential funder(s): CDBG-DR, EPA, USDA,
Potential implementer(s): PRASA, PREPA,
treatment facilities, Puerto Rico Public Service homeowners
DNER, municipalities, DTOP, non-PRASA
Commission, USDA, EPA, PRDOH (Potable
Potential implementer(s): EPA, OGPe, OIGPe, operators, FEMA
Water Division, Environmental Health Regional
PRDOH, EQB, NGOs
Offices), NGOs


Centralize Stormwater System Evaluate, Repair, and Improve Rationalize Ownership and Secure Potable Water Sources
Support and Management Flood Control Infrastructure Management of Flood Control Against Contamination
Enhance the performance of stormwater Evaluate, repair, and improve the performance Infrastructure Secure potable water sources against
systems by centralizing stormwater and resilience of flood control infrastructure, Rationalize ownership and management contamination from domestic, agricultural,
management, building a workforce of including dams, levees, channels, and water of hydroelectric dams and other flood and industrial wastewater runoff and
stormwater practitioners, streamlining control structures, to safely manage 100-year control infrastructure, including transferring hazardous waste sites by raising awareness of
permitting processes, and enhancing technical floods events. ownership of infrastructure assets, source water protection measures, enforcing
capacity, community outreach, and best and enhancing cooperation to increase land use restrictions, and remediating
Potential benefits: Reduces flood risk for
management practices for stormwater. operational efficiency and achieve flood contaminated areas.
communities and infrastructure assets.
Potential benefits: Enhances the performance control objectives. Potential benefits: Improves water source
Potential costs: $434.4 million in total
of stormwater systems, reduces risks to Potential benefits: Enhances the operational protection and safeguards water supply,
estimated costs
human health and the environment, expands efficiency, performance, and management of human health, and ecosystems.
the trained workforce for stormwater Potential funder(s): PA, HMGP, CDBG-DR, EPA,
transferred assets. Potential costs: $49.3 million in total
management, reduces risk of flooding USACE
Potential costs: $336.6 million in total estimated costs
and runoff in urban areas, and improves Potential implementer(s): DNER, PRPB,
estimated costs Potential funder(s): PA, HMGP, CDBG-DR, DOC
stormwater systems’ financial sustainability. PREMA, municipalities, USACE, EPA
Potential funder(s): Government of Puerto EDA, EPA, U.S. Bureau of Reclamation
Rico, PRASA Potential implementer(s): EPA, DNER, EQB,
costs WTR 24
Potential implementer(s): PRASA, PREPA, PRASA
Potential funder(s): Government of Puerto Reduce Sedimentation of DNER, municipalities
Rico, DNER, municipalities, users Water Bodies
Ensure the downstream water quality of
WTR 29
Potential implementer(s): Municipalities,
Governor-appointed special commission reservoirs and channels while maintaining WTR 27 Strengthen Redundancy
flood control capacity through sediment Protect and Rehabilitate and Diversify Water Supply
control plans and reduction measures, land Groundwater Systems Sources
WTR 22 use planning and practices, and dredging Protect and rehabilitate groundwater systems Ensure the sustainability of water supply
Upgrade Reservoir and Dam operations. from saltwater intrusion, contamination, sources through integrated water
Safety Management and overexploitation. Implement artificial management plans that include conservation
Potential benefits: Improves flood control
Upgrade reservoir management rules to capability and reduces future dredging needs recharge programs, monitoring networks, and and demand management strategies that
improve and optimize operations across and costs. groundwater modeling. balance environmental needs with the
multiple water management objectives demands of communities, industry and
Potential costs: $2.007 billion in total Potential benefits: Secures the quantity and
including drinking water supply, flood control, agriculture. Enhance resilience to drought
estimated costs quality of groundwater supply sources for
dam safety, and hydroelectric generation. and climate change through alternative water
agricultural, environmental, and domestic
Potential benefits: Improves dam and Potential funder(s): HMGP, CDBP, EPA, USACE, supply use and water efficiency standards.
uses and mitigates the negative impacts of
reservoir management to reduce the impact DOC EDA, Government of Puerto Rico, PRASA,
groundwater exploitation. Potential benefits: Safeguards water supply
of future disasters and extreme weather and PREPA, DNER, nongovernment sources
and ensures adequate availability for the
increases the resiliency of the reservoir water Potential implementer(s): USACE, EPA, USGS, provision of drinking water during periods of
estimated costs
supply. FEMA, DNER, PRASA, PREPA, PRPB, EQB, drought.
municipalities Potential funder(s): PA, HMGP, CDBG-DR, DOC
Potential costs: $83.6 million in total Potential costs: $1.477 billion in total estimated
EDA, EPA, U.S. Bureau of Reclamation, NRCS
estimated costs costs
Potential implementer(s): DNER, EQB, USGS,
Potential funder(s): EPA, USACE, Government Potential funder(s): CDBG-DR, P3, Government
EPA
of Puerto Rico, PRASA, PREPA, nongovernment of Puerto Rico, PRASA
sources
Potential implementer(s): DNER
Potential implementer(s): DNER, PRASA, EPA,
USGS, PREPA, USACE

WTR 30 WTR 32 WTR 34 CIT 7

Enhance PRASA’s Emergency Enhance Electricity Reliability Expand PRASA Services to Establish an Alternate
Management Operations for Non-PRASA and Unconnected Areas Emergency Operations Center
Enhance PRASA’s capacity to deliver reliable Nonregulated Systems Connect and convert non-PRASA systems to Establish an alternate EOC, an alternate PSAP,
services to critical facilities by designing and Enhance electricity reliability for non-PRASA PRASA drinking water systems and connect and a center for COOP and COG housed in the
executing emergency management protocols systems under both normal and emergency communities with septic tanks and privately- same building, located outside the San Juan
that prioritize disaster response actions. operations by assessing opportunities for owned wastewater systems to PRASA area.
resilient energy systems, diversifying energy sewerage, where technically and financially
Potential benefits: Promotes water sector Potential benefits: Provides backup location
sources with solar hybrid power generation, practical.
resilience, mitigates adverse consequences for emergency management operations and
of extreme events, and can reduce the upgrading electrical systems, increasing Potential benefits: Eliminates risk of critical government functions in times of crisis.
time required for emergency response and water supply equipment capacity, locating discharge of untreated wastewater into Potential costs: $17 million in total estimated
recovery, with downstream benefits for backup generation and storage systems to the environment, centralizes operation and costs
economic activity, public health, and safety. reduce single points of failure, and training maintenance of water and wastewater
communities to install, operate, and maintain infrastructure, and improves quality of service Potential funder(s): FEMA EMPG, Government
Potential costs: $8.8 million in total estimated of Puerto Rico
off-grid energy systems. and health outcomes
costs
Potential benefits: Increases the reliability and Potential costs: $1.04 billion in total estimated Potential implementer(s): PREMA, PRTRB
resilience of rural drinking water systems. costs
Government of Puerto Rico, PRASA
Potential costs: $63.8 million in total Potential funder(s): CDBG-DR, EPA, USDA CIT 18
estimated costs
Potential implementer(s): PRASA, non-PRASA
Database of Critical
Potential funder(s): USDA systems, EPA Infrastructure
WTR 31 Create an open, modular, and standards-based
Potential implementer(s): EQB, EPA, PRASA,
Build Trust and Engage PRASA non-PRASA system operators information system for up-to-date, geo-
Clients CIT 6 referenced, cross-sector data on government
Enhance communication, education, Modernize the Emergency and privately owned critical infrastructure
and outreach to PRASA customers on WTR 33 Operations Center with near-real-time mapping capabilities.
conservation and emergency preparedness Conduct a Water Rebuild by Upgrade the EOC to meet U.S. standards. Potential benefits: Improves visibility of
and increase public understanding of Design Competition
Potential benefits: Improves emergency critical infrastructure status, provides accurate
water and wastewater system planning, Create a new “Rebuild by Design” competition data to inform emergency response, and
managers’ ability to coordinate with disaster
performance, and investments to foster to spur innovative water sector resilience increases private-sector awareness of
response and recovery.
strong relationships between PRASA and its projects that are developed collaboratively government work affecting infrastructure
clients. Potential costs: $11 million–$17 million in total
by community members, civic leaders, and availability.
estimated costs
Potential benefits: Helps PRASA communicate nationally recognized design and engineering
its management priorities to clients and firms. Potential funder(s): FEMA EMPG, Government
estimated costs
customers and provides a mechanism for of Puerto Rico
Potential benefits: Connects local
clients and customers to play a more active Potential funder(s): Private sector,
communities with some of the nation’s Potential implementer(s): PREMA, PRTRB
role in helping PRASA meet its objectives. Government of Puerto Rico
leading design firms to collaboratively
Potential costs: $66.3 million in total address vulnerabilities that were exposed by Potential implementer(s): CIO, GPR agencies
estimated costs Hurricanes Maria and Irma.
Potential funder(s): Government of Puerto Potential costs: $300 million in total estimated
Rico, PRASA, nongovernment sources costs
Potential implementer(s): PRASA Potential funder(s): CDBG-DR, U.S.

Puerto Rico, HUD

CIT 37 CPCB 2 CPCB 3 CPCB 4

Consolidated Government Capacity Building for Capacity Building to Resilience Building in
Information Systems Community-Level Incorporate Hazard Risk Collaboration with High-Risk
Implement an open, modular, standards- Preparedness and Response Reduction into Planning and Communities
based platform for information systems and Develop and implement preparedness and Design Hire planners (on average 1.5 FTE per
consolidate Government of Puerto Rico and response plans for 50–100 priority vulnerable Strengthen hazard mitigation assessment, municipality) to develop and implement
municipal government systems to improve communities that face particularly high risk monitoring, and evaluation capabilities within disaster response and recovery plans
continuity of government and quality of during disasters. This action includes (1) the Puerto Rico Planning Board (PRPB) so that in collaboration with 50–100 selected
government services in the context of a recruiting, training, and equipping Community the board can promote the incorporation communities. This action includes (1)
disaster. Emergency Response Teams (CERT) so of risk reduction in all planning and design investments into programs—e.g., workforce
Potential benefits: Eliminates current mix of that these communities can better sustain decisions. This action includes (1) enhancing development, microfinance, education—that
legacy government systems, reduces operating themselves during the response period, GIS capabilities to generate hazard maps for address long-term stressors, as well as the
costs, and improves reliability of government when emergency responders and access each municipality to inform zoning decisions, improvement of essential services; and (2)
functions, including response and recovery to the communities will be limited; and (2) and (2) hiring a risk officer for each of the 27 resilience building events for community
coordination. establishing and maintaining a cache of state-level agencies. residents and local businesses, including
emergency supplies—e.g., water filters and fostering connections among governmental
Potential costs: $482 million in total estimated Potential benefits: Enables a standardized
generators—for these communities. agencies, community groups, and NGOs.
costs and systematic approach to hazard
Potential funder(s): HMGP, CDBG-DR, Potential benefits: Puts into place mitigation. Encourages a more data-driven Potential benefits: Builds community and
Government of Puerto Rico fundamental preparedness and response implementation of Puerto Rico’s hazard individual resilience for both disaster response
capabilities at the state and municipal levels. mitigation plan. and long-term recovery
Potential implementer(s): CIO, GPR agencies
Potential costs: $37 million in total estimated Potential costs: $84 million in total estimated Potential costs: $82 million in total estimated
costs costs costs
CPCB 1
Potential funder(s): CDBG-DR, PREMA Potential funder(s): HMGP, CDBG-DR Potential funder(s): CDBG-DR, DHHS
Disaster Preparedness Data
Analysis and Decision Support Potential implementer(s): FEMA, PREMA, Potential implementer(s): PRPB, infrastructure Potential implementer(s): Government of
municipal governments sectors Puerto Rico, municipal governments, local
Capability
NGOs
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.
costs
Potential funder(s): HMGP, CDBG-DR, PREMA

CPCB 6 CPCB 8 CPCB 10 CPCB 14

Public Information and Strengthening Emergency Incentivize the Design Building Grant Writing
Communication Capability for Management Capacity at of Creative Solutions to Capacity
Coordinated Recovery Municipalities Addressing Disaster Hazards Establish a set of 100 scholarships each
Build a Public Information and Communication Establish Municipal Emergency Management Fund a design competition that fosters year, for 5 years, for municipal government
(PIC) capability to maintain continued Offices in municipalities where they do not yet innovative solutions for risk reduction— office workers and local NGO staff to receive
engagement with Puerto Rican communities exist. Work with existing MEMOs to identify specifically aimed at mitigating hazards, and ongoing training over a one-year period
in the recovery process. Establish personnel and training needs. With PREMA/ including but not limited to hurricanes and in grant writing from university-based
and maintain methods of two-way FEMA, create a training curriculum that more flooding—while also offering added social or certification programs (many of which are
communication with Puerto Rican residents directly addresses municipal needs. Work with economic benefits to the community. established in the mainland U.S.).
about recovery planning and implementation. the Office of Human Resources to update job Potential benefits: Enables municipal
Potential benefits: Elicits original ideas, out-
This action also includes establishing descriptions, specific classifications, tasks and government office workers to prepare
of-the-box solutions, and transdisciplinary
effective communication with Puerto Rican responsibilities of all municipal staff during an competitive and compelling grant proposals
approaches to mitigating disaster risks.
communities on the mainland to better emergency and response event. Train MEMOs to acquire funds for state-financed projects,
Provides a valuable community-level
understand whether and when people decide to collect better information about people including those in disaster recovery.
perspective on existing problems and areas in
to return to Puerto Rico for recovery planning requiring evacuation (e.g., disabled, elderly). Provides professional development for the
need of improvement.
purposes. governmental workforce and empowers
Potential benefits: Strengthens municipalities’ Potential costs: $6 million in total estimated
Potential benefits: Allows the Government emergency management and response members of the municipalities to seek
costs
of Puerto Rico to communicate more clearly capacity. solutions for their own communities.
with the public, thus increasing transparency Potential funder(s): HMPG, CDBG-DR, PREMA
Potential costs: $165 million in total estimated Potential costs: $14 million in total estimated
and improving public trust. Potential implementer(s): FEMA, PREMA, costs
costs
Potential costs: $8.8 million in total estimated general public of Puerto Rico
Potential funder(s): HMGP, CDBG-DR, PREMA, Potential funder(s): CDBG-DR,
costs nongovernment sources
Government of Puerto Rico, municipalities
Potential funder(s): CDBG-DR, PREMA Potential implementer(s): Government of
Potential implementer(s): FEMA, PREMA,
Potential implementer(s): Government of Municipal Emergency Management Offices Puerto Rico, municipalities
Puerto Rico

CPCB 15 ENR 5 ENR 16 ENR 17

Strengthen Local Nonprofit Design and Build Hardened Promote and Provide Sustained Promote and Provide Energy
and NGO Involvement in Grid Assets to Support Critical Electricity Delivery to Critical and Water to Emergency
Disaster Recovery Infrastructure Facilities Infrastructure
Establish a unit within Puerto Rico’s Office Prioritize the hardening of electricity and Provide sustained electricity delivery to Ensure appropriate energy and water
for the Socioeconomic and Community distribution assets. Design assets that enable critical facilities—water, communications, infrastructure at critical facilities, e.g.,
Development (ODSEC) to strengthen the rapid response time for electricity to support manufacturing, health services, schools, schools and stadiums. This action includes
engagement of local nonprofits and NGOs other critical infrastructure. This action airports, and seaports—to ensure the (1) selectively investing in microgrids
with government agencies and maximize includes (1) policy guidance to clarify a plan sustained delivery of public services in the and islanding equipment for emergency
their contributions as partners in the recovery for outages of a reasonable duration at critical absence of the bulk power system. This action services; (2) installing technologies to make
process. facilities and enforce these standards where includes (1) policy guidance on the reasonable communities more independently resilient,
they already exist, (2) energy solutions for duration of outages for critical facilities, such as feeder automation controls, onsite
Potential benefits: Strengthens partnerships
homes with electricity-dependent medical (2) targeted energy solutions for households backup generation, combined heat and power
and drives more successful cross-sector
needs, and (3) a program to increase energy with electricity-dependent medical needs, systems, rooftop solar, and battery storage;
collaboration. Improves coordination and
reliability to critical water pumps systems. and (3) a program to increase energy reliability and (3) building energy management systems
communication among government agencies
to critical water pump systems. at strategically located sites.
and NGOs and enhances resource allocation. Potential benefits: Promotes economic
Builds community resilience. Increases growth by creating a reliable electricity supply Potential benefits: Improves the efficiency Potential benefits: Creates a reliable energy
nonprofit and NGO capacity while helping that is less impacted by threats/hazards. and effectiveness of response efforts. source after a catastrophe. Enhances
them develop more long-term sustainable Improves access to life-sustaining resources emergency response.
funding. after a disaster.
costs Potential costs:* $500 million in total
Potential costs: $9 million in total estimated Potential costs*: $200 million in total estimated costs
Potential funder(s)*: CDBG-DR, FEMA NFIP,
costs estimated costs
U.S. Department of Energy, EPA, NOAA, PREPA, Potential funder(s)*: HMGP, CDBG-DR, U.S.
Potential funder(s): CDBG-DR private sector, nongovernment sources Potential funder(s)*: HMGP, CDBG-DR, U.S. Department of Energy, EPA, NOAA, PREPA,
Department of Energy, EPA, NOAA, PREPA, private equity
Potential implementer(s): ODSEC, NGOs, local Potential implementer(s)*: PREPA, new private
private equity
nonprofits owner/operators, U.S. Department of Energy Potential implementer(s)*: PREPA, PRASA,
Potential implementer(s)*: PREPA, PRASA, PREMA, FEMA, USACE
PREMA, FEMA, USACE

ENR 19 HOU 6 HSS 6 MUN 10

Design and Deploy Data Enforce Land Use Plans and Reduce Opportunities for Provide Technical Assistance
Systems to Inform Response Improve Compliance with Vector-Borne Diseases to Improve Municipal Finances
and Recovery Decisions Building Permitting Support ongoing monitoring and engagement by Generating Additional
Establish data, IT, and OT systems to inform Provide funding to update current municipal for mosquito control and provide support to Revenues, Reducing Costs, and
decisions during response and recovery. plans and align them with the State Land Use establish additional innovative practices for Balancing Budgets
Create a robust data inventory of assets. Plan (PUT) to align zoning and regulations mosquito control, including but not limited to Design and implement technical assistance
Acquire communications systems to support for permitted land use and construction. using drones to detect breeding grounds and programs to help municipalities find
inventory management. Improve coordination Provide funding for municipalities to develop apply larvicide at abandoned properties. innovative ways to improve their finances by
among stakeholders responsible for critical municipal plans when lacking. Increase Potential benefits: Improves mosquito control generating more revenue, cutting unnecessary
infrastructure. Update PREPA’s IT and OT capacity to enforce both land use and building in areas that have been difficult to reach. costs, increasing productivity, and improving
systems. codes through permitting and inspections. their ability to forecast revenue and spending.
Potential costs: $2.1 million–$3.8 million in
Potential benefits: Creates an electricity Potential benefits: Avoids construction in total estimated costs Potential benefits: Helps municipalities
supply that can be restored faster after a high-risk areas. Provides access to local jobs, balance their budgets. Improves their capacity
Potential funder(s): CDC
major power loss. services, and economic and transportation to function and deliver services. Leads to
hubs. Reduces burden of providing services in Potential implementer(s): PRVCU, PRDOH, improved fiscal situation throughout Puerto
new construction areas and remote areas. municipalities Rico.
costs
Potential costs: $102 million–$317 million in Potential costs: $6 million in total estimated
Potential funder(s)*: FEMA, Government of
total estimated costs MUN 6 costs
Potential implementer(s)*: PREPA, new Potential funder(s): CDBG-DR, HMGP, Create and Maintain Central Potential funder(s): CDBG-DR, SBA
private owner/operators, USACE, FEMA, U.S. Government of Puerto Rico, nongovernment Repository of Municipal Assets
Potential implementer(s): Independent
Department of Energy sources and Associated Conditions research partner, municipal governments
Potential implementer(s): PRPB, OGPe, Collect or update data on municipal assets.
municipal governments Create and maintain a central database of
HOU 5 this information, including documentation of
Collect, Integrate, and Map property condition.
Housing Sector Data HSS 4
Potential benefits: Helps municipalities and
Create an integrated database of housing and Improve Surveillance of
the Government of Puerto Rico identify,
home ownership information, including title, Waterborne Disease
manage, and maintain assets. Helps with
permits, land use, property tax and location. Increase the robustness of the surveillance filing claims with the federal government
Potential benefits: Supports planning, system for waterborne disease by (1) ensuring for damage repair. Enables more efficient
relocation and mitigation efforts needed to that equipment is operational through QA/ budgeting and disaster mitigation. Facilitates
make these communities safer and resilient. QC, (2) developing communication tools, and leveraging resources and utilization of assets.
Aids civic planning for efficient location of (3) establishing interagency partnerships.
emergency and other public services, such as Potential benefits: Reduces the transmission costs
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. Potential funder(s): CDBG-DR, Government of
property tax revenues. Puerto Rico, nongovernment sources
Potential costs: $30 million–$50 million in total estimated costs Potential implementer(s): Government of
total estimated costs Puerto Rico, municipal mayors
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)

MUN 17 NCR 5 NCR 8 NCR 10

Provide Municipalities with Forest Recovery in Rural Increase Landfill Capacity to Clean Up and Eliminate Illegal
Technical Assistance and Protected Areas, Private Dispose of Hurricane-Related Dumps
Support for Best Practices Forests, Critical Watersheds, Waste and to Properly Manage Identify, sort, and recycle or dispose of waste
in Public Management and and Urban Areas Future Waste at approximately 1,600–2,000 illegal dumps
Operations Develop and implement strategic forest Increase landfill capacity, including building throughout Puerto Rico and identify steps to
Provide municipal governments with recovery and conservation strategies transfer stations, to meet the waste prevent future recurrence of illegal dumps.
technical assistance and other forms of throughout Puerto Rico through public and management needs of Puerto Rico. Meet the Potential benefits: Removes environmental
support to implement best practices in public private collaborations, with a focus on rural permitting and inspection needs to permit and public health threats associated with
management including human resources and protected forests, ecological corridors, private new landfills and inspect existing landfills. illegal open dumps and helps ensure the
fiscal issues. Improve municipal workforces forested lands, agroforestry, and urban overall success of a sustainable solid waste
Potential benefits: Meets Puerto Rico’s landfill
by standardizing salary rates, position forests. Restore tree nurseries and seed banks management plan.
capacity needs and improves environmental
descriptions, and qualification requirements to aid in the recovery process. quality and public health, with spillover Potential costs: $104 million in total estimated
and by providing professional development Potential benefits: Restores ecological benefits for municipal operations, the local costs
and training. functions of forests and the provision of economy, and tourism.
Potential funder(s): HMGP, CDBG-DR, EPA,
Potential benefits: Improves public ecosystem services, boosts economic viability Potential costs: $176 million in total estimated USDA
management at the municipal level by of forest conservation, provides employment costs
promoting best practices in core operations. opportunities, improves public safety, and Potential implementer(s): DNER (EQB), EPA
reduces the risk of pest and disease damage. Potential funder(s): HMGP, CDBG-DR, EPA,
Improves ability of municipal governments to
USDA
provide an array of services maintaining fiscal Potential costs: $74 million–$120 million in NCR 11
well-being. Leads to a more highly skilled, Potential implementer(s): DNER (EQB),
total estimated costs Establish a Long-Term,
professional workforce. municipalities
Potential funder(s): DOI, USFS, NRCS, USDA, Sustainable, Integrated Solid
Potential costs: $3.5 million in total estimated P3, Government of Puerto Rico, DNER, Waste Management Program
costs municipalities, nongovernment sources NCR 9 Implement an updated Solid Waste
Potential funder(s): CDBG-DR, DOL Potential implementer(s): DNER, USFS,
Landfill Repair and Closure Management Plan to address disaster debris
Potential implementer(s): Government of municipalities Repair landfills and open dumps that sustained management and changes to waste streams
Puerto Rico, municipal governments 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
agriculture.
costs
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
Reduce Sediment Pollution and
NCR 16
Wetlands Restoration Rebuild and strengthen maritime,
Risk from Landslides
Stabilize soils and slopes in critical areas
Restore the capacity, resiliency, and ecological
function of coastal wetlands through site- surface, and air transportation
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,
TXN 1 TXN 5
Potential benefits: Protects public safety and wildlife habitat, water filtration, and flood Refine and Enforce Road Road Maintenance and Repair
road access, reduces sedimentation-related water absorption. Facilitates habitat recovery Design Standards Program
water quality problems, restores native and healthy ecosystems. Collect and refine guidance on road design, Adopt a “fix it first” policy: Give priority to cost-
habitat for species, provides soil materials for develop a set of engineering standards that effective road maintenance and repair projects
other applications, and protects infrastructure promote innovative features, and ensure that over new construction or expanding existing
and communities from future damage. roads meet these standards. roadways. Select projects on the advice of
Potential funder(s): HMGP, CDBG-DR, DOI, traffi engineers to improve the condition,
Potential costs: $1.05 billion in total estimated Potential benefits: Improves road safety
USDA, NOAA, EPA, nongovernment sources safety, and operation of roadways.
costs through better roadway markings, signage,
Potential implementer(s): DNER, USACE and lighting. Reduces maintenance costs, Potential benefits: Reduces vehicle operating
Potential funder(s): HMGP, CDBG-DR, NRCS
increases roadway life, and prevents damage costs, travel times, crash rates, the severity of
EQIP, USDA, USACE, DOT
from future disasters through improved crashes, pollutant emissions, and future road
Potential implementer(s): DNER, federal roadway drainage systems and bridge design. maintenance costs while increasing resilience.
agencies Encourages people to walk and bicycle instead Potential costs: $1.4 billion–$6.4 billion in total
of driving by promoting sidewalks and bicycle estimated costs
lanes, which provides public health benefits
NCR 14 Potential funder(s): DOT, DTOP
and reduces traffi congestion.
Water Quality Improvements Potential implementer(s): PRHTA
at the Watershed Scale
estimated costs
to Protect Human Health,
Infrastructure, Freshwater, Potential funder(s): DOT TXN 7
and Marine Environments Potential implementer(s): PRHTA Incentivize a Variety of
Implement watershed restoration and
Mobility Options
management strategies in four priority Provide additional travel options for people
TXN 2
watersheds (Arecibo, San Juan Metropolitan who do not drive or prefer to use other modes
Harden Vulnerable of transportation. Examples include ride-
Area, Cabo Rojo/Guánica, and Northeast
Transportation Infrastructure hailing/ride-sharing, expanded “publico” (jitney)
Corridor) and sensitive coastal areas.
Analyze transportation infrastructure service, inter-city bus service, bike/scooter-
Potential benefits: Reduces the potential for vulnerability to natural hazards, beginning sharing, and peer-to-peer car-sharing.
excessive sedimentation from future storm with floodplain mapping and landslide risk
Potential benefits: Increases mobility
runoff, reduces pollution in waterways, analysis, and then undertake cost-effective
and quality of life for people who do not
improves soil retention, reduces landslide risk, engineering projects to mitigate risk, including
drive, reduces traffic congestion, reduces
maintains reservoir storage capacity, provides road relocation, traffic rerouting, and bridge,
costs for people who give up driving, and
ecological corridors, improves water quality, pavement, and culvert reconstruction.
promotes public health and decreases air
and restores coastal areas.
Potential benefits: Increases the chances pollution through the use of nonmotorized
Potential costs: $142 million in total estimated that the transportation system will continue transportation.
costs functioning after future natural disasters.
Potential funder(s): HMGP, CDBG-DR, NRCS Potential costs: $1.3 million–$380 million in estimated costs
EQIP, EPA, DOI, NOAA, EQB State Revolving Fund total estimated costs
Potential funder(s): DOT, users, private sector
Potential implementer(s): DNER, federal Potential funder(s): HMGP, CDBG-DR, DOT, U.S.
Potential implementer(s): PRHTA, private
agencies Department of Energy
companies, Puerto Rico Metropolitan Bus
Potential implementer(s): PRHTA Authority

TXN 8 TXN 10 TXN 12 TXN 14

Improve Bus Service Develop Redundant Seaport Redevelop Rafael Hernández Long-Term Planning to Develop
Improve existing bus service by giving priority Capacity Airport Port of Ponce as a Regional
to buses at intersections, providing real-time Expand an existing seaport to mitigate the Expand and upgrade Rafael Hernández Transshipment Hub
arrival information, upgrading bus stops, effects of major disruptions to the port in Airport in Aguadilla, northwest Puerto Rico. Begin long-term strategic planning for the
updating the payment system to use smart San Juan that could prevent goods from being Specifically, add a new runway, taxiway, apron Port of Ponce in southern Puerto Rico to serve
cards, adding dedicated bus lanes to some delivered in a timely manner. areas, terminals, and a control tower. as a transshipment hub. Provide economic
roads, and expanding the bus fleet. incentives (through reduced taxes or
Potential benefits: Helps ensure that Potential benefits: Increases airport capacity,
Potential benefits: Increases the reliability residents receive food and fuel in case of an improves service to airport passengers, and government subsidies) for shipping agencies
and comfort of bus travel and expands emergency that disrupts operations at the boosts local economic activity by attracting to use Ponce as an intermediate destination
transportation options for people who do not main port in San Juan. more visitors. for goods heading to South and North
drive. America.
Potential costs: $100 million–$180 million in Potential costs: $400 million–$500 million in
Potential costs: $8 million–$730 million in total estimated costs total estimated costs Potential benefits: Encourages economic
total estimated costs growth of Puerto Rico’s maritime
Potential funder(s): PA, HMGP, FEMA Port Potential funder(s): PA, HMGP, CDBG-DR, FAA,
transportation sector and Puerto Rico’s ports
Potential funder(s): DOT, users, P3 Security grants, PRPA, private sector PRPA, municipality, P3
more attractive to investors and shipping
Potential implementer(s): Puerto Rico Potential implementer(s): PRPA, port Potential implementer(s): PRPA companies.
Metropolitan Bus Authority authorities and operators
TXN 13 total estimated costs
TXN 9 TXN 11 Reassess the Maritime Potential funder(s): Private sector,
Develop an Intelligent Support Infrastructure Asset Transportation System nongovernment sources
Transportation System Management Recovery Plan Potential implementer(s): Port of Ponce
Support transportation agencies in providing Help public agencies inventory their Reevaluate the Maritime Transportation Authority, PRPA
real-time travel information to highway users, transportation infrastructure, including System recovery plan to ensure preparation
optimizing traffic signals on key roadways, roads, bridges, culverts, and signage. for future disasters, including coordination
and develop a plan to ensure that crashes and Improve systems for tracking the condition among various partners and measures
TXN 15
roadway obstructions are cleared from travel of that infrastructure and for scheduling to protect critical resources. Establish Consolidate Port Ownership
lanes as quickly as possible. maintenance, repair, and rehabilitation. an integrated operations center and a Consolidate ownership and oversight of
Potential benefits: Diverts traffic away Potential benefits: Reduces infrastructure communications protocol for first responders Puerto Rico’s nine main ports to better
from incidents, decreases incident response maintenance costs, vehicle operating costs, during a disaster. manage maritime transportation.
time, reduces probability of crashes after an travel times, pollutant emissions, and the rate Potential benefits: Uses lessons learned from Potential benefits: Increases the effi iency
initial incident, and provides data to inform and severity of vehicle crashes. Hurricanes Irma and Maria to ensure that and profitability of Puerto Rico’s ports,
transportation planning decisions. disaster response plans are in place at ports improves coordination among port owners,
Potential costs: $78 million in total estimated costs and that ports can recover quickly. increases port response and recovery
costs operations, and makes Puerto Rico’s ports
Potential funder(s): DOT Potential costs: $300,000–$500,000 in total
more attractive to investors and shipping
Potential funder(s): CDBG-DR, DOT estimated costs
Potential implementer(s): PRHTA companies.
Potential implementer(s): PRHTA 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 TXN 20 TXN 22

Repair Damage to Surface Repair Airport Damage Provide High-Capacity Transit Extend PR-22
Transportation Network Make repairs to airport facilities that were Service between San Juan and Extend privately operated PR-22 for roughly
Repair roads that remain damaged and replace damaged during Hurricanes Irma and Maria, Caguas 25 miles to the area currently served by PR-2.
bridges that failed or were severely damaged including roofs, fences, and electrical systems. Establish high-capacity bus rapid transit Potential benefits: Improves connections
during the hurricanes. Repair transit systems Potential benefits: Ensures that airports can service between San Juan and Caguas, between San Juan and western Puerto Rico
to meet codes. operate at full capacity and receive relief and probably along the route of PR-52. and serves Rafael Hernández Airport in
Potential benefits: Restores Puerto Rico’s recovery supplies, improves airport safety, and Potential benefits: Provides an alternative Aguadilla.
surface transportation network to its boosts local economic activity. means of transportation between San Juan Potential costs: $1 billion in total estimated
pre-hurricane state and ensures effi ient Potential costs: $270 million in total estimated and Caguas and reduces pollutant emissions costs
transportation of people, goods, and services. costs and traffi congestion.
Potential funder(s): DOT, P3, Government of
Potential costs: $820 million in total estimated Potential funder(s): PA, HMGP, CDBG-DR, FAA, Potential costs: $370 million in total estimated Puerto Rico, DTOP
costs private insurance costs
Potential implementer(s): PRHTA
Potential funder(s): DOT, FEMA, Government Potential implementer(s): PRPA, Aerostar (San Potential funder(s): DOT FTA, P3, DTOP
of Puerto Rico Juan Airport operator) Potential implementer(s): PRHTA
TXN 23
Complete PR-10
TXN 19 TXN 21 Fill gaps in Puerto Rico’s highway network by
TXN 17 Provide High-Capacity Transit Extend PR-5 completing work on PR-10, one of the few
Repair Damage to Ports and Service to San Juan Airport Extend privately operated PR-5 in Bayamon north-south routes.
Ferry Terminals Establish high-capacity bus rapid transit between PR-199 and PR-167. Potential benefits: Improves mobility
Repair damage to ports and ferry terminals/ service to San Juan Airport. between Puerto Rico’s interior and the north
Potential benefits: Provides upgraded
vessels that limits their use or poses long- Potential benefits: Provides an alternative connections between the San Juan metro area and south coasts, spurs local economic
term safety or operational concerns. means of transportation to Puerto Rico’s and mountain municipalities. activity, and improves infrastructure resilience
Potential benefits: Ensures that ports can busiest airport and reduces pollutant and road safety.
operate at full capacity and provides some emissions and traffic congestion. Potential costs: $370 million in total estimated
costs
redundancy in the event of a disaster that Potential costs: $570 million in total estimated costs
disrupts a major port. Potential funder(s): DOT, P3, DTOP
costs Potential funder(s): DOT, P3, DTOP
Potential costs: $990 million in total Potential implementer(s): PRHTA
Potential funder(s): DOT FTA, P3, DTOP Potential implementer(s): PRHTA
estimated costs
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 24 CIT 13 CIT 22 ENR 5

Update the Airport Emergency Streamline the Permitting and Use Federal Programs to Spur Design and Build Hardened
Plan Rights of Way Processes for Deployment of Broadband Grid Assets to Support Critical
Update the Airport Emergency Plan to identify Towers and the Deployment of Internet Island-Wide Infrastructure
reserve capacity, ensure that items needed for Fiber-Optic Cable Work with the FCC, HUD, other federal Prioritize the hardening of electricity and
response efforts are pre-positioned before Establish a central rights of way and agencies, and GPR agencies to streamline distribution assets. Design assets that enable
an emergency, develop a communications permitting approval authority to achieve and expedite applications and approvals for rapid response time for electricity to support
protocol for first responders, and integrate uniform and streamlined approval processes. schools, libraries and clinics to receive funding other critical infrastructure. This action
disaster protection measures to ensure for broadband services through FCC’s E-rate includes (1) policy guidance to clarify a plan
Potential benefits: Serves as an important
the safety of the airport populace and the program, supplemented by other federal for outages of a reasonable duration at critical
step towards providing high-speed internet
community in which the airport is located. programs. Work with the FCC, federal agencies facilities and enforce these standards where
service to support education, health
Potential benefits: Uses lessons learned and GPR agencies to leverage these programs. they already exist, (2) energy solutions for
care, social services, the visitor economy,
from Hurricanes Irma and Maria to ensure homes with electricity-dependent medical
emergency services, and other sectors. Potential benefits: Facilitates the deployment
that disaster response plans are in place at needs, and (3) a program to increase energy
of internet services to schools, libraries and
Potential costs: $600,000 in total estimated reliability to critical water pumps systems.
airports across Puerto Rico, supports quicker clinics as precursor to improving the provision
costs
recovery in the event of a future disaster, and of education, health and other services. Potential benefits: Promotes economic
promotes the health, safety, and security of Potential funder(s): FCC growth by creating a reliable electricity supply
communities near airports. Potential implementer(s): PRTRB, GPR that is less impacted by threats/hazards.
costs
Potential costs: $5 million in total estimated agencies, municipalities Potential costs*: $3 million in total estimated
Potential funder(s): FCC, USDA, HUD, DOC EDA,
costs costs
NTIA
Potential funder(s): HMGP, CDBG-DR, FAA, CIT 17 Potential implementer(s): PRTRB, FCC, PRDE Potential funder(s)*: CDBG-DR, FEMA NFIP,
Government of Puerto Rico, PRPA Puerto Rico Data Center U.S. Department of Energy, EPA, NOAA, PREPA,
Potential implementer(s): PRPA, Aerostar (San Establish a robust and disaster-proof, scalable, private sector, nongovernment sources
Juan Airport operator) cloud-enabled data center for governmental Potential implementer(s)*: PREPA, new private
information systems that expands its capacity owner/operators, U.S. Department of Energy
to perform essential governmental functions
TXN 25
and deliver essential services.
Increase Port Facility
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
structural integrity of port infrastructure.
Potential funder(s): HMGP, CDBG-DR, DOC sources
EDA
Potential implementer(s): PRPA, Port of Ponce
Authority, Port of Mayaguez Authority

ENR 9 ENR 16 HOU 5 HOU 11

Design and Build Fuel Supply Promote and Provide Sustained Collect, Integrate, and Map Develop and Adopt a Common
Chain to Provide Reliable Electricity Delivery to Critical Housing Sector Data Address System
Energy Source Facilities Create an integrated database of housing and Revise address system to decrease
Improve the fuel supply chain from port to Provide sustained electricity delivery to home ownership information, including title, complexity. Install new street signs and
end use. This action includes (1) increasing critical facilities—water, communications, permits, land use, property tax and location. address numbers. Update government
investment in the fuel stockpile, (2) expanding manufacturing, health services, schools, databases with new property addresses.
Potential benefits: Supports planning,
the number of storage facilities, (3) increasing airports, and seaports—to ensure the relocation and mitigation efforts needed to Potential benefits: Improves ability of
the number of—and strategically locating— sustained delivery of public services in the make these communities safer and resilient. emergency responders to locate properties.
trucks and trained workforce to deliver fuel, absence of the bulk power system. This action Aids civic planning for efficient location of Improves ability of planners and social service
and (4) expanding the size of existing shipping includes (1) policy guidance on the reasonable emergency and other public services, such as providers to map and analyze urban problems
ports. duration of outages for critical facilities, (2) fire stations, hospitals, and schools. Improves and develop solutions. Improves effi iency
targeted energy solutions for households with overall GPR and municipal efforts to increase of mail delivery and simplifies operations of
Potential benefits: Diminishes vulnerability to
electricity-dependent medical needs, and (3) property tax revenues. other entities that rely on property addresses
fuel price spikes and enables the distribution
a program to increase energy reliability to to provide or bill for services.
of emergency fuel to geographically dispersed Potential costs: $30 million–$50 million in
critical water pump systems.
areas. total estimated costs Potential costs: $75 million–$200 million in
Potential benefits: Improves the effi iency total estimated costs
Potential costs*: $700 million in total Potential funder(s): CDBG-DR
and effectiveness of response efforts.
estimated costs Potential funder(s): CDBG-DR, Government of
Improves access to life-sustaining resources Potential implementer(s): PRPB, PRDH, PRDOJ,
Potential funder(s)*: HMGP, CDBG-DR, FEMA Puerto Rico
after a disaster. OGPe, CRIM, private sector firms (banks,
NFIP, U.S. Department of Energy, EPA, NOAA, insurance) Potential implementer(s): PRDH, PRPB, PRDOJ,
PREPA, private sector, nongovernment sources CRIM, OGPe, municipal governments
estimated costs
Potential implementer(s)*: PREPA, U.S.
Potential funder(s)*: HMGP, CDBG-DR, U.S. HOU 6
Department of Energy, EPA, NOAA, PREPA, Enforce Land Use Plans and NCR 13
private equity Improve Compliance with Reduce Sediment Pollution and
Potential implementer(s)*: PREPA, PRASA, Building Permitting Risk from Landslides
PREMA, FEMA, USACE 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 costs: $102 million–$317 million in EQIP, USDA, USACE, DOT
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 WTR 19

Wetlands Restoration Invest in Stormwater System Reduce Urban Nuisance
Restore the capacity, resiliency, and ecological Management Flooding
function of coastal wetlands through site- Invest in stormwater system cleaning, Reduce urban nuisance flooding and mitigate
specifi actions. monitoring, maintenance and assessment the discharge of contaminated stormwater
Potential benefits: Provides storm surge through (1) comprehensive and routine asset runoff into bodies of water through improved
protection, erosion control, sediment trapping, mapping, (2) hydrologic and hydraulic analyses, stormwater infrastructure design standards,
wildlife habitat, water filtration, and flood (3) illicit discharge detection and elimination green infrastructure, enhanced stormwater
water absorption. Facilitates habitat recovery (IDDE) program expansion, (4) education and permitting processes and land use regulations,
and healthy ecosystems. 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 funder(s): HMGP, CDBG-DR, DOI,
Potential benefits: Improves water and environmental quality and human health
USDA, NOAA, EPA, nongovernment sources
environmental quality and human health. and reduces damages to public and private
Potential implementer(s): DNER, USACE Reduces damages to public and private property from urban flood events.
property from urban flood events. Potential costs: $1.005 billion in total
NCR 17 Potential costs: $418.7 million in total estimated costs
Reduce Coastal Erosion and estimated costs Potential funder(s): EPA, USDA, Government
Provide Disaster Protection Potential funder(s): PA, HMGP, CDBG-DR, EPA of Puerto Rico, DNER
Through Beaches and Dunes Potential implementer(s): Municipalities, Potential implementer(s): Municipalities,
Restore, monitor, and maintain beaches and DNER, PRASA, EPA, USGS, PRPB, OGPe, NOAA, DNER, PRASA, EPA, USGS, PRPB, OGPe, NOAA,
sand dunes to make them stable and resilient EQB, DTOP, private industry and NGOs EQB, DTOP, private industry and NGOs
to both seasonal- and disaster-related coastal
flooding, as well as long-term sea level rise.
WTR 20
Potential benefits: Increases coastal resilience
Relocate or Redesign Assets in
and protects coastal infrastructure, human
Flood Zones
health and safety, wildlife habitats, and
commerce from erosion and flood hazards. Relocate or redesign assets in flood zones
according to building standards and updated
Potential costs: $80 million–$82 million in hydrologic guidelines to reduce the likelihood
total estimated costs of service disruption or infrastructure failure
Potential funder(s): HMGP, CDBG-DR, DOI, during 100- and 500-year flood events.
USACE, NOAA Potential benefits: Decreases flood risk and
Potential implementer(s): DNER, increases water sector resilience to future
municipalities, USACE disasters by preventing flooding, damage, and
service interruption.
costs
Potential funder(s): HMGP, CDBG-DR, DOC
EDA
Potential implementer(s): PRASA, PREPA,
DNER, municipalities, DTOP, non-PRASA
operators, FEMA

Repair and rebuild resilient residential

housing
HOU 1 HOU 3
Assess, Repair, or Relocate Assess Vulnerability of Non-
Substantially-Damaged Substantially Damaged Homes
Owner-Occupied Homes Engage in long-term resilience planning by
Identify priority homes for repair or assessing housing stock in high-risk areas
rebuilding—those with substantial damage, through property inspections, developing
located in the most vulnerable areas or areas strategies to determine which structures can
distant from core infrastructure, and identified be secured through mitigation or relocation,
as low-income households. Repair or rebuild and counseling homeowners on flood risk and
homes onsite if locations are safe from future mitigation.
natural hazard risk. Offer residents of homes Potential benefits: Improves understanding
on unsafe sites assistance with relocation and of risks to housing structures that may
temporary housing. not have manifested themselves during
Potential benefits: Repairs or rebuilds homes Hurricanes Irma or Maria. Increases resiliency
to withstand future disasters and eliminates of communities and the entire Island if high-
housing in high-risk areas. Takes community risk houses are identified and repaired or
needs and approved land use plan into strengthened.
consideration. Potential costs: $30 million–$80 million in
Potential costs: $8 billion–$12 billion in total total estimated costs
estimated costs Potential funder(s): HMGP, CDBG-DR,
Potential funder(s): IA, HMGP, CDBG-DR, SBA, nongovernment sources
nongovernment sources Potential implementer(s): PRPB, PRDH,
Potential implementer(s): PRDH, municipalities
municipalities

HOU 4 HOU 5 HOU 11 HOU 14

Make Owner-Occupied Homes Collect, Integrate, and Map Develop and Adopt a Common Assess Needs, Repair, and
Less Vulnerable to Natural Housing Sector Data Address System Mitigate Damaged Affordable
Hazards Create an integrated database of housing and Revise address system to decrease Rental Housing
Provide funding to perform mitigation work home ownership information, including title, complexity. Install new street signs and Repair damaged public housing and mitigate
on homes not directly damaged by Hurricanes permits, land use, property tax and location. address numbers. Update government subsidized housing that is vulnerable
Maria or Irma but at increased risk of future databases with new property addresses. to natural hazards or assist residents in
damage from weather, climate, or other relocation and mitigation efforts needed to Potential benefits: Improves ability of relocating. Provide assistance to operators
natural disasters. make these communities safer and resilient. emergency responders to locate properties. of homeless housing to complete needed
Aids civic planning for efficient location of Improves ability of planners and social service repairs. Update existing publicly-assisted
Potential benefits: Increases the resilience
emergency and other public services, such as providers to map and analyze urban problems housing to better accommodate special needs
of housing, which should lessen the
fire stations, hospitals, and schools. Improves and develop solutions. Improves effi iency residents (including the elderly and disabled).
impact of future disasters for residents
and communities and reduce the need for overall GPR and municipal efforts to increase of mail delivery and simplifies operations of Potential benefits: Provides safe, secure
dependence on federal programs to support property tax revenues. other entities that rely on property addresses housing for low-income and homeless
repair and recovery or rebuilding. Seeks to to provide or bill for services. persons. Repairs damaged properties.
leverage existing federal home improvement total estimated costs Potential costs: $75 million–$200 million in Provides energy conservation upgrades.
programs like the DOE Weatherization total estimated costs Mitigates damage from future disaster events.
Potential funder(s): CDBG-DR
Program to potentially reduce costs and
Potential funder(s): CDBG-DR, Government of Potential costs: $1 billion in total estimated
maximize funds available for mitigation Potential implementer(s): PRPB, PRDH, PRDOJ,
Puerto Rico costs
efforts. OGPe, CRIM, private sector firms (banks,
insurance) Potential implementer(s): PRDH, PRPB, PRDOJ, Potential funder(s): PA, CDBG-DR, HUD
Potential costs: $12 billion–$18 billion in total
CRIM, OGPe, municipal governments Potential implementer(s): Puerto Rico Public
estimated costs
Housing Authority, HUD, Puerto Rico Housing
Potential funder(s): HMGP, PDM, CDBG-DR, HOU 6
Finance Authority, USDA Rural Development
nongovernment sources Enforce Land Use Plans and HOU 12
Program
Potential implementer(s): PRDH,
Improve Compliance with Register Properties and
Building Permitting Resolve Titling Issues
municipalities
Provide funding to update current municipal Promote registration of all property titles in
plans and align them with the State Land Use the property registry. Create and publicize title
Plan (PUT) to align zoning and regulations registration process, importance and benefits
for permitted land use and construction. of obtaining clear title, and potential penalties
Provide funding for municipalities to develop for failure to establish title and register
municipal plans when lacking. Increase properties.
capacity to enforce both land use and building Potential benefits: Reduces future uncertainty
codes through permitting and inspections. regarding property ownership and property
Potential benefits: Avoids construction in disputes. Creates consistent process for
high-risk areas. Provides access to local jobs, establishing title. Improves accuracy of
services, and economic and transportation property tax collection.
hubs. Reduces burden of providing services in Potential costs: $800 million in total
new construction areas and remote areas. estimated costs
Potential costs: $102 million–$317 million in Potential funder(s): IA, CDBG-DR, Government
total estimated costs of Puerto Rico
Potential funder(s): CDBG-DR, HMGP, Potential implementer(s): Municipalities,
Government of Puerto Rico, nongovernment PRDOJ, OGPe, PRPB, CRIM, PRDH
sources

HOU 15 HOU 17 HOU 19 CIT 3

Assess Need for—and Adopt Increase Adoption of Reduce Mortgage Upgrade and Enhance 911
Programs to Provide— Homeowners and Flood Delinquencies and Foreclosures Service
Additional Affordable Rental Insurance Stem the tide of delinquencies and Upgrade the current 911 network to an
Housing and Housing for Increase the proportion of Puerto Rican foreclosures which has increased since Emergency Services IP Network, implement
Vulnerable Populations homes that carry wind and flood insurance. Hurricane Maria by allowing delinquent Next Gen 911, and consolidate dispatch at the
Assess the current and future need for public Conduct education and outreach campaigns borrowers to catch up on mortgage payments PSAP.
or subsidized rental housing and homeless about coverage and costs. Assess whether through an assistance program. Potential benefits: Improves the effectiveness
housing for lower income households and other types of products should be developed Potential benefits: Stabilizes rates of of 911 service through new features (such as
special needs populations. Identify programs and offered at lower cost. Provide financial foreclosure to pre-Hurricane levels. Promotes text, photo, video and GPS location sharing),
to increase the supply of affordable housing. assistance to low-income households to help financial and residential stability. improves 911 response times, and improves
reduce premium costs. system resilience.
Potential benefits: Provides safe, secure Potential costs: $85 million–$235 million in
housing for low-income and special needs Potential benefits: Increases uptake of wind total estimated costs Potential costs: $3 million–$7 million in total
populations. and flood insurance. Decreases reliance on estimated costs
Potential funder(s): CDBG-DR, private lenders,
local and federal aid. Speed recovery for
Potential costs: $1.4 billion–$4.4 billion in total nongovernment sources Potential funder(s): DOC
residents and communities after future
estimated costs
natural disasters. Potential implementer(s): Puerto Rico Potential implementer(s): Puerto Rico 9-1-1
Potential funder(s): HUD, Low-Income Housing Finance Authority, PRDH, Mortgage Service Governing Board
Potential costs: $450 million–$1.1 billion in
Housing Tax Credit, Puerto Rico Public Housing Bankers Association, private lenders,
Authority, nongovernment sources insurance companies
Potential funder(s): CDBG-DR, FEMA NFIP, CIT 4
Housing Finance Authority, Puerto Rico
private insurance, Puerto Rico Housing Rural Area Network Task Force
Finance Authority, PRDH HOU 20
Public Housing Authority, HUD, USDA Rural Establish a task force to develop
Potential implementer(s): Office of the
Assess and Renovate Vacant communications networks and information
Development Program
Commissioner of Insurance, Office of the
and Blighted Properties systems in rural or disconnected areas,
Commissioner of Financial Institutions, Inventory vacant properties. Develop particularly for the elderly, limited-mobility
insurance companies 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
Potential benefits: Increases value of Potential funder(s): Government of Puerto

properties surrounding formerly blighted Rico, private sector
properties as well as increasing economic Potential implementer(s): PRTRB, PREMA
opportunities. Increases supply of available
housing.
Potential costs: $2 billion in total estimated
costs
Potential funder(s): HMGP, CDBG-DR, private
sector, nongovernment sources
Housing Finance Authority, PRDH, PRPB,
municipalities

CIT 16 CIT 26 CPCB 1 CPCB 3

Government Digital Reform Wi-fi Hotspots in Public Disaster Preparedness Data Capacity Building to
Planning and Capacity Building Housing and “Digital Analysis and Decision Support Incorporate Hazard Risk
Create a roadmap for digital transformation Stewards” Program Capability Reduction into Planning and
and determine priorities, assess needs, costs, Establish a “Digital Stewards” program to train Enhance disaster-related data analysis and Design
and feasibility for a government-wide digital residents to install and service wi-fi otspots decision support capability within PREMA Strengthen hazard mitigation assessment,
transformation strategy. in public housing and other publicly funded to support both disaster preparedness monitoring, and evaluation capabilities within
Potential benefits: Helps Puerto Rico benefit facilities. and hazard mitigation activities. This the Puerto Rico Planning Board (PRPB) so that
from best practices and avoid common pitfalls action includes collecting and analyzing the board can promote the incorporation
Potential benefits: Decreases the “digital
to digital transformation, ensures stakeholder data on hazards, environmental risks, of risk reduction in all planning and design
divide,” reduces costs for low-income
buy-in, and provides a comprehensive housing, infrastructure, economic barriers, decisions. This action includes (1) enhancing
residents who previously relied on expensive
strategy and set of metrics. preparedness, etc. by geography (municipality GIS capabilities to generate hazard maps for
data plans, and provides a priority post-
or smaller) and disseminating this information each municipality to inform zoning decisions,
Potential costs: $14 million in total estimated disaster connection point.
to planners in PREMA, other state-level and (2) hiring a risk officer for each of the 27
costs Potential costs: $20 million in total estimated agencies, and municipalities. state-level agencies.
Potential funder(s): CDBG-DR, DOC EDA costs
Potential benefits: Allows the government Potential benefits: Enables a standardized
Potential implementer(s): CINO, CIO Potential funder(s): CDBG-DR, PRDH of Puerto Rico to make informed choices and systematic approach to hazard
Potential implementer(s): CINO, HUD, PRDH about how to effi iently and effectively mitigation. Encourages a more data-driven
spend available funds to improve disaster implementation of Puerto Rico’s hazard
CIT 25
preparedness. mitigation plan.
Evaluate and Implement CIT 36
Alternative Methods to Deploy Data Collection and Potential costs: $21 million in total estimated Potential costs: $84 million in total estimated
costs costs
Broadband Internet Service Standardization for Disaster
Throughout Puerto Rico Preparedness and Emergency Potential funder(s): HMGP, CDBG-DR, PREMA Potential funder(s): HMGP, CDBG-DR
Create a comprehensive plan for deploying Response Potential implementer(s): Government of Potential implementer(s): PRPB, infrastructure
broadband internet throughout Puerto Support expansion and ongoing development Puerto Rico, municipal governments sectors
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 4 CPCB 7 ENR 1 ENR 2

Resilience Building in Capacity Building for Establish and Enforce Best Design, Build, and Maintain
Collaboration with High-Risk Emergency Shelter Planning Practices for Electricity Grid “Islandable” Portions of the
Communities Hire planners in each municipality and at the Align grid standards with industry best Electricity Grid
Hire planners (on average 1.5 FTE per state-level to build a more robust emergency practices—tailored to the unique conditions Design and create an “islandable” grid that
municipality) to develop and implement shelter system. This action will develop in Puerto Rico—and ensure timely compliance can balance generation and load to continue
disaster response and recovery plans parameters, standards, and general design and enforcement. May necessitate replacing delivering localized electricity if other portions
in collaboration with 50–100 selected guidelines for shelters that can better support some components of existing generation, of the system fail. Strategically install, test,
communities. This action includes (1) residents over the longer-term. This action transmission, and distribution assets. and maintain microgrids with an adequate
investments into programs—e.g., workforce also will establish a protocol with the National inventory of replacement assets.
Potential benefits: Increases knowledge of
development, microfinance, education—that Guard for effective management of response system components. Increases ready access Potential benefits: Allows for more
address long-term stressors, as well as the commodities for shelters. to replacement parts. Lowers maintenance resilient electricity and potentially improved
improvement of essential services; and (2) Potential benefits: Improves access to safe costs. Allows for faster repairs, a broader environmental performance (and improved
resilience building events for community and appropriately resourced shelters within range of material and supplies that can be public health). May save money depending on
residents and local businesses, including a reasonable distance that can accommodate used, and synergies with other endeavors, e.g., relative electricity rates. Promotes economic
fostering connections among governmental community needs, such as disabilities and the installation of new technologies and the growth through less price volatility and
agencies, community groups, and NGOs. medical conditions. establishment of a resilient grid. potentially improved access to electricity.
Potential benefits: Builds community and Potential costs: $57 million in total estimated Potential costs*: $1 million in total estimated Potential costs*: $1 billion in total estimated
individual resilience for both disaster response costs costs costs
and long-term recovery
Potential funder(s): HMGP, CDBG-DR, Potential funder(s)*: CDBG-DR, FEMA NFIP, Potential funder(s)*: CDBG-DR, FEMA NFIP,
Potential costs: $82 million in total estimated Government of Puerto Rico, municipalities U.S. Department of Energy, EPA, NOAA, PREPA, U.S. Department of Energy, EPA, NOAA, PREPA,
costs private sector, nongovernment sources
Potential implementer(s): FEMA, PREMA, private sector, nongovernment sources
Potential funder(s): CDBG-DR, DHHS public buildings sector Potential implementer(s)*: PREPA, new Potential implementer(s)*: PREPA, U.S.
Potential implementer(s): Government of private owner/operators, PREC, U.S. Department of Energy, private industry,
Puerto Rico, municipal governments, local Department of Energy public-private entities, municipalities
NGOs


Design and Build a Supporting Design and Build Hardened Promote and Provide Energy Design Best Strategies for
Infrastructure for the Grid Assets to Support Critical and Water to Emergency Renewable Energy Resources
Electricity System‚ Including Infrastructure Infrastructure Determine the appropriate strategies for all
Communications Prioritize the hardening of electricity and Ensure appropriate energy and water types of existing and potential renewable
Strengthen the electricity system through distribution assets. Design assets that enable infrastructure at critical facilities, e.g., energy resources (wind, solar, biomass,
improvements to supporting infrastructure rapid response time for electricity to support schools and stadiums. This action includes hydro, tidal, etc.). Assess the possibility of
such as control centers, communication other critical infrastructure. This action (1) selectively investing in microgrids revitalizing hydropower facilities across
systems, and collection systems. includes (1) policy guidance to clarify a plan and islanding equipment for emergency Puerto Rico, especially facilities with black
for outages of a reasonable duration at critical services; (2) installing technologies to make start or “islanding” capabilities. Promote the
Potential benefits: Improves communications
facilities and enforce these standards where communities more independently resilient, development of prioritized siting of renewable
and systems that allow faster response to
they already exist, (2) energy solutions for such as feeder automation controls, onsite energy.
disruptive events. Leads to an electricity
homes with electricity-dependent medical backup generation, combined heat and power Potential benefits: Changes the cost structure
supply that is less impacted by threats and
needs, and (3) a program to increase energy systems, rooftop solar, and battery storage; for the electricity utility. Improves resilience
hazards. Promotes economic growth with a
reliability to critical water pumps systems. and (3) building energy management systems and faster recovery of the energy grid.
more reliable and resilient energy supply.
at strategically located sites. Increases access and reliability. Reduces
Potential benefits: Promotes economic
growth by creating a reliable electricity supply Potential benefits: Creates a reliable energy environmental and health costs. Promotes
estimated costs
that is less impacted by threats/hazards. source after a catastrophe. Enhances economic growth.
Potential funder(s)*: CDBG-DR, FEMA NFIP, emergency response.
Potential costs*: $3 million in total estimated Potential costs*: $800,000 in total estimated
U.S. Department of Energy, EPA, NOAA, PREPA,
costs Potential costs*: $500 million in total costs
estimated costs Potential funder(s)*: CDBG-DR, U.S.
Potential implementer(s)*: PREPA, PREC, new
U.S. Department of Energy, EPA, NOAA, PREPA, Potential funder(s)*: HMGP, CDBG-DR, U.S. Department of Energy, PREPA, private sector,
private owner/operators
private sector, nongovernment sources Department of Energy, EPA, NOAA, PREPA, nongovernment sources
private equity Potential implementer(s)*: PREPA, new
owner/operators, U.S. Department of Energy Potential implementer(s)*: PREPA, PRASA, private owner/operators, PRASA, Government
PREMA, FEMA, USACE of Puerto Rico, municipalities

ENR 24 HSS 1 HSS 2 HSS 10

Design Best Strategies for Increase Use of Solar-Powered Prevent Disease Through a Expand Care for Trauma and
Affordable and Stable Energy Generators and Solar Backup Capacity-Building Healthy Chronic Stress
Prices Power Sources Housing Initiative: Targeting Expand the number of people and places
Prioritize strategies for energy generation Promote solar-powered generators for Mold, Lead, and Other (e.g., schools and other community centers)
resources that reduce prices and volatility single-family homes (over 80% of all housing Stressors where people can get both long-term and
faced by consumers. Establish goals for the units), multi-family homes, and commercial Build capacity for the identifi ation immediate assistance for acute trauma and
quantity and type of energy sources to be properties to reduce air and noise pollution. and management of mold and other chronic stress. This action includes training
generated. Evaluate the costs and benefits environmental stressors through an integrated nonprofessionals, such as health and physical
Potential benefits: Reduces noise and air
of alternative generation resources. Evaluate healthy homes/housing and buildings initiative education teachers, in supportive emotional
pollution and thus the risk for respiratory and
options and establish policies that incentivize to prevent respiratory-related and other well-being services.
hearing-related illnesses. Reduces the number
private investment. Develop a workforce that health exacerbations. This action includes Potential benefits: Improves quality of care
of residents who need to be evacuated due
can maintain generation investments. enforcement, an educational campaign, and outcomes for traumatic stress and addresses
to lack of power. Reduces morbidity among
Potential benefits: Establishes a system residents with technological dependence promotion of case management guidelines as the mental health care provider shortage and
that provides affordable, reliable, and high- for health issues, and mortality and risk well as the proper use of medications. distribution issues.
quality electric power to small businesses, associated with fossil fueled generators. Potential benefits: Decreases the public Potential costs: $8.4 million in total estimated
commercial and industrial users, and the health burden of asthma and other costs
Potential costs: $0.31 billion–$4.9 billion in
broader economy of Puerto Rico. respiratory-related diseases, and thus also
total estimated costs Potential funder(s): DHHS SAMHSA grants,
Potential costs*: $3 billion in total estimated decreases health care costs.
Potential funder(s): EPA, USDA, EQB, private nongovernment sources
costs Potential costs: $16 million–$23 million in total
sector Potential implementer(s): Mental health
Potential funder(s)*: CDBG-DR, FEMA NFIP, estimated costs
Potential implementer(s): EQB, EPA’s providers
U.S. Department of Energy, EPA, NOAA, PREPA, Potential funder(s): CDC, DHHS HRSA
Caribbean Division
Potential implementer(s): EPA, CDC, other
Potential implementer(s)*: Government federal agencies, PRDH, PRDOH, other GPR
of Puerto Rico, PREPA, new private owner/ agencies
operators, PREC

HSS 20 MUN 14 MUN 17 NCR 8

Improve Supports for the Repopulate Urban Centers Provide Municipalities with Increase Landfill Capacity to
Elderly‚ Particularly Those Incentivize the redevelopment and Technical Assistance and Dispose of Hurricane-Related
Living Alone repopulation of urban centers to improve Support for Best Practices Waste and to Properly Manage
Provide pre-disaster support to seniors by social and health outcomes and improve in Public Management and Future Waste
investigating reimbursement policies for home access to services. Provide incentives for Operations Increase landfill capacity, including building
care visits to allow greater independence individuals and families living in outlying Provide municipal governments with transfer stations, to meet the waste
and promote economic opportunities via communities to relocate to urban centers. technical assistance and other forms of management needs of Puerto Rico. Meet the
continued support for Project 646. Encourage Potential benefits: Helps improve community support to implement best practices in public permitting and inspection needs to permit
communities to participate in local emergency and municipal resilience by concentrating management including human resources and new landfills and inspect existing landfills.
planning through activities such as community residents in easily accessible urban areas with fiscal issues. Improve municipal workforces Potential benefits: Meets Puerto Rico’s landfill
mapping that would help to identify people more resilient infrastructure and services. by standardizing salary rates, position capacity needs and improves environmental
who might be at increased risk in a disaster, Reduces the costs of providing these services descriptions, and qualifi ation requirements quality and public health, with spillover
such as elderly who live alone. and improves access these populations and by providing professional development benefits for municipal operations, the local
Potential benefits: Increases the resiliency after emergencies. Eases the repurposing and training. economy, and tourism.
of the elderly population, including their of abandoned properties in urban centers Potential benefits: Improves public Potential costs: $176 million in total estimated
ability to access aid or other needed supplies. and reduces blight—while spurring economic management at the municipal level by costs
Avoids the worsening of chronic conditions development in all sectors. promoting best practices in core operations.
due to insuffi ient medicines or nutrition and Potential funder(s): HMGP, CDBG-DR, EPA,
Potential costs: $600,000 in total estimated Improves ability of municipal governments to
promotes overall well-being. USDA
costs provide an array of services maintaining fiscal
Potential costs: $62 million in total estimated well-being. Leads to a more highly skilled, Potential implementer(s): DNER (EQB),
costs professional workforce. municipalities
Potential funder(s): DHHS, OPPEA, PRDF Potential costs: $3.5 million in total estimated
Potential implementer(s): Governor, municipal
costs NCR 11
Potential implementer(s): OPPEA, PREMA governments
Potential funder(s): CDBG-DR, DOL Establish a Long-Term,
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 landfi ls.
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
agriculture.
costs
Potential implementer(s): DNER (EQB), EPA,
USDA

NCR 13 NCR 22 PBD 9 TXN 5

Reduce Sediment Pollution and Promote Alternative Tourism Repair All Essential Public Road Maintenance and Repair
Risk from Landslides for Economic Development Buildings Damaged by Program
Stabilize soils and slopes in critical areas Catalyze experience-based tourism in key hub Hurricanes Irma and Maria Adopt a “fix it first” policy: Give priority to
across Puerto Rico that were impacted areas and enhance efforts to preserve unique Complete repairs to essential public buildings cost-effective road maintenance and repair
by landslides areas through vegetative, natural, cultural, and historical assets. that sustained hurricane damage, ensuring projects over new construction or expanding
bioengineering, and structural approaches. that repairs meet current building safety existing roadways. Select projects on the
Potential benefits: Supports economic
codes for wind, flood, and seismic events. advice of traffi engineers to improve the
Potential benefits: Protects public safety and growth; improves services and access;
condition, safety, and operation of roadways.
road access, reduces sedimentation-related protects historical, cultural, and natural Potential benefits: Fixes damaged buildings
water quality problems, restores native assets; incubates local entrepreneurship; and ensures that public buildings are more Potential benefits: Reduces vehicle operating
habitat for species, provides soil materials for and improves quality of life in underserved resilient to future hurricanes and other costs, travel times, crash rates, the severity of
other applications, and protects infrastructure communities. disasters. crashes, pollutant emissions, and future road
and communities from future damage. maintenance costs while increasing resilience.
Potential costs: $0–$350 million in total Potential costs: $4 billion in total estimated
Potential costs: $1.05 billion in total estimated estimated costs costs Potential costs: $1.4 billion–$6.4 billion in total
Potential funder(s): DOC EDA, SBA, USDA, NPS, Potential funder(s): PA, HMGP, CDBG-DR, U.S.
Potential funder(s): HMGP, CDBG-DR, NRCS NOAA Department of Education Potential funder(s): DOT, DTOP
EQIP, USDA, USACE, DOT Potential implementer(s): PRTC, DOC EDA, Potential implementer(s): PRIFA Potential implementer(s): PRHTA
Potential implementer(s): DNER, federal DNER
agencies
PBD 10 TXN 7
PBD 3 Incentivize State-of-the-Art Incentivize a Variety of
NCR 14 Establish Integrated Services Building Design, Practices, and Mobility Options
Water Quality Improvements Centers Technologies Provide additional travel options for people
at the Watershed Scale Continue supporting the Government of Modify or develop policies and programs that who do not drive or prefer to use other
to Protect Human Health, Puerto Rico’s ongoing project to cluster establish clear standards for energy and water modes of transportation. Examples include
Infrastructure, Freshwater, public services in a single location to improve effi iency in public buildings and provide ride-hailing/ride-sharing, expanded “publico”
and Marine Environments effi iency and accessibility to the public. incentives for energy and water effi iency, (jitney) service, inter-city bus service, bike/
Implement watershed restoration and A center is already operating in San Juan, renewable energy systems, increased scooter-sharing, and peer-to-peer car-
management strategies in four priority where residents can access a variety of social resilience to natural hazards, and innovative sharing.
watersheds (Arecibo, San Juan Metropolitan services in a single location. redesign or reconfiguration of spaces to better Potential benefits: Increases mobility
Area, Cabo Rojo/Guánica, and Northeast Potential benefits: Simplifies access to support delivery of critical public services. and quality of life for people who do not
Corridor) and sensitive coastal areas. services for the population and streamlines Potential benefits: Reduces resource use and drive, reduces traffic congestion, reduces
Potential benefits: Reduces the potential for maintenance processes. building operational costs, meets Government costs for people who give up driving, and
excessive sedimentation from future storm of Puerto Rico energy goals, reduces potential promotes public health and decreases air
runoff, reduces pollution in waterways, future damages, increases reliability of critical pollution through the use of nonmotorized
estimated costs
improves soil retention, reduces landslide risk, public services, and potentially creates jobs. transportation.
maintains reservoir storage capacity, provides Potential costs: $7 million in total estimated Potential costs: $5 million–$190 million in total
Government of Puerto Rico, USDA WIC
ecological corridors, improves water quality, costs estimated costs
and restores coastal areas. Potential implementer(s): Puerto Rico
Potential funder(s): GPR agency operating Potential funder(s): DOT, users, private sector
Department of State, PRPBA
Potential costs: $142 million in total estimated budgets, EPA Potential implementer(s): PRHTA, private
costs
Potential implementer(s): Government of companies, Puerto Rico Metropolitan Bus
Potential funder(s): HMGP, CDBG-DR, NRCS Puerto Rico, municipal governments Authority
EQIP, EPA, DOI, NOAA, EQB State Revolving
Fund
agencies

TXN 16 WTR 10 WTR 23

Repair Damage to Surface Curtail Unauthorized Releases Evaluate, Repair, and Improve
Transportation Network into Sanitary Sewers Flood Control Infrastructure
Repair roads that remain damaged and replace Curtail the disposal of fats, oil and grease Evaluate, repair, and improve the performance
bridges that failed or were severely damaged (FOG) and other unauthorized releases into and resilience of flood control infrastructure,
during the hurricanes. Repair transit systems wastewater collection systems by introducing including dams, levees, channels, and water
to meet codes. educational programs, implementing control structures, to safely manage 100-year
mitigation measures, and creating incentive floods events.
Potential benefits: Restores Puerto Rico’s
programs.
surface transportation network to its Potential benefits: Reduces flood risk for
pre-hurricane state and ensures effi ient Potential benefits: Improves the performance communities and infrastructure assets.
transportation of people, goods, and services. of sanitary sewer systems, reduces overflow Potential costs: $434.4 million in total
events and raw sewage exposure, and
Potential costs: $820 million in total estimated estimated costs
improves human health and the quality of
costs
receiving waters. Potential funder(s): PA, HMGP, CDBG-DR, EPA,
Potential funder(s): DOT, FEMA, Government USACE
of Puerto Rico
costs Potential implementer(s): DNER, PRPB,
Potential implementer(s): PRHTA PREMA, municipalities, USACE, EPA
Rico, PRASA, EPA
WTR 1 WTR 28
Potential implementer(s): PRASA, EPA
Resilient Repair or Secure Potable Water Sources
Replacement of the PRASA Against Contamination
Drinking Water System WTR 19 Secure potable water sources against
Repair or replace PRASA drinking water
Reduce Urban Nuisance contamination from domestic, agricultural,
system assets and facilities in a manner that Flooding and industrial wastewater runoff and
enhances future resilience to extreme events. Reduce urban nuisance flooding and mitigate hazardous waste sites by raising awareness of
the discharge of contaminated stormwater source water protection measures, enforcing
Potential benefits: Ensures quality and
runoff into bodies of water through improved land use restrictions, and remediating
quantity of service to PRASA clients, which
stormwater infrastructure design standards, contaminated areas.
safeguards public health and supports
green infrastructure, enhanced stormwater Potential benefits: Improves water source
economic activity, including tourism and
permitting processes and land use regulations, protection and safeguards water supply,
industry. Strengthens PRASA financial
improved system capacity, incentive programs human health, and ecosystems.
sustainability through a more resilient
for stormwater retention, and public outreach
infrastructure system. Potential costs: $49.3 million in total
campaigns.
Potential costs: $6.340 billion in total estimated costs
Potential benefits: Improves water and
estimated costs Potential funder(s): PA, HMGP, CDBG-DR, DOC
environmental quality and human health
Potential funder(s): PRASA, EQB, EPA, PRDOH and reduces damages to public and private EDA, EPA, U.S. Bureau of Reclamation
Potential implementer(s): PRASA, EQB, EPA property from urban flood events. Potential implementer(s): EPA, DNER, EQB,
Potential costs: $1.005 billion in total PRASA
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

Transform the education system

EDU 1 EDU 2
Create New—and Enhance Improve Longitudinal Data
Existing—After-School System to Support Evidence-
and Summer Learning Based Policy
Opportunities Complete prior work to develop a
Expand existing—and implement new— longitudinal data system. Provide training
summer and after-school learning programs, on how to integrate data into operations
including academic, health, nutrition, and decisionmaking. Link K-12 data to post-
and mental health services, to address secondary outcomes and workforce data to
post-hurricane learning loss and provide better manage school-to-work transitions.
consistency to snack or meal programs that Potential benefits: Supports decisions by
are offered as part of these programs. teachers and administrators in everyday
Potential benefits: Promotes faster recovery practice, and helps inform students and
in student achievement from post-hurricane their parents. Supports timely data-driven
learning loss, a stronger sense of stability, decisions about school closures, reallocation
better understanding of students’ health and of teachers and students to consolidated
mental health needs, and creates a source schools, resource allocation, and targeted
of employment for young Puerto Ricans as professional development.
summer and after-school instructors. Potential costs: $7.7 million in total estimated
costs Potential funder(s): U.S. Department
Potential funder(s): U.S. Department of of Education (SLDS Grant Program),
Education, USDA, nongovernment sources nongovernment sources
Potential implementer(s): PRDE, U.S. Potential implementer(s): PRDE

Department of Education, USDA Summer
Food Program

EDU 5 EDU 6 EDU 7 EDU 9

Implement a Student-Based Expanding and Updating K-12 Augment Tele-Education/ Develop and Implement
Budget System Vocational Programs Online Education Teacher Pipeline Program
Review current budget practices to assess Implement a one-year pilot program and Provide “emergency instruction” in the event Improve teacher preparation programs and
how funds are allocated to schools and subsequent full-scale program to expand and of a school closure of more than 2 weeks. This instructional practice by (1) creating a residency
identify unmet funding needs and inequities update K-12 vocational programs to include action includes building an online repository model for teacher training, (2) reviewing
based on geographic location or school entrepreneurship training and accommodate of free open educational resources, available teacher certifi ation requirements, (3)
characteristics. Determine whether and growth in economic sectors such as in English and Spanish and appropriate for aligning personnel decisionmaking processes
how a new student-based budget formula manufacturing, finance, renewable energy, various subject areas, grade levels (K-12), and with assessment of teacher quality, (4)
would allow funding to be distributed more construction, hospitality, and health care. technology platforms. strengthening teacher supports and career
equitably, effectively, and transparently across Potential benefits: Compensates for loss of pathways, and (5) rewarding high-quality
Potential benefits: Helps build a skilled
both public and new charter schools. instructional time due to school closures of teachers working in demanding environments.
labor force for sectors key to Puerto Rico’s
Potential benefits: Helps increase equity, recovery. Helps address the needs of those all types. Provides a supplemental remedial Potential benefits: Develops a pipeline of
allocate more dollars to higher-need schools, disproportionately affected by disasters. instructional resource. Increases access to teachers who can engage in high-quality
and ensure consistency across all regions in Helps create and/or strengthen private-public instruction in advanced STEM areas. Builds on instruction and support others in improving
terms of who has access to resources. consortiums to support long-term recovery. PRDE’s initiative to integrate technology into their practice. Reduces teacher turnover and
Creates closer ties between K-12 schools and the classroom. promotes a closer relationship between K-12
universities. Potential costs: $22 million in total estimated schools and UPR.
costs
Potential costs: $3 billion in total estimated costs Potential costs: $350 million in total estimated
Potential funder(s): U.S. Department of
costs Potential funder(s): U.S. Department of costs
Education, nongovernment sources
Potential funder(s): U.S. Department of Education, philanthropic foundations, Potential funder(s): U.S. Department of
Potential implementer(s): PRDE (Oficina para corporate sponsorships
Education, NSF, DoD, NIH, DOL, P3, DEDC, Education
el Mejoramiento de las Escuelas Públicas)
Puerto Rico Department of Labor and Human Potential implementer(s): PRDE, professional
Potential implementer(s): PRDE, UPR,
Resources, nongovernment sources development partners
professional development partners, schools
Potential implementer(s): PRDE, schools,
private industry 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.
costs Potential costs: $5.7 million in total estimated
costs
Education, philanthropic foundations, principal Potential funder(s): U.S. Department of
training programs Education, PRDE, nongovernment sources
Potential implementer(s): PRDE, professional Potential implementer(s): PRDE (Family

development partners Engagement Offi e)

EDU 13 CIT 4 CIT 20 CIT 21

Landscape Analysis of Early Rural Area Network Task Force Continuity of Business at Government-Owned Fiber-
Childhood Interventions and Establish a task force to develop PRIDCO Sites Optic Conduits to Reduce
Care Opportunities communications networks and information Maintain key business activities at PRIDCO Aerial Fiber Optic Cable and
Determine the demographics of children 0-5 systems in rural or disconnected areas, sites to provide continuity of services Incentivize Expansion of
years of age (and their families), the current particularly for the elderly, limited-mobility when primary communications methods Broadband Infrastructure
supply of interventions and care settings, and individuals, and caregivers, for use in are degraded after a disaster by using, for Design for the deployment of conduit for
the cost of—and possible funding streams emergencies. example, fiber-optic, satellite, microwave, buried fi er optic cable and other utilities.
for—providing high-quality care to all children Potential benefits: Initiates establishment of and cloud-based or hosted services and Trench and lay empty conduit according to the
in Puerto Rico. information systems that will avoid loss of life information systems. design. Allow telecom providers to install their
Potential benefits: Promotes children’s and improve the health of people in areas with Potential benefits: Improves the resilience own fiber optic cable in GPR-owned conduit.
school readiness and provides an important limited communications infrastructure. of business enterprises that are major Potential benefits: Increases the resilience
foundation for children’s later academic and contributors to the US economy, facilitates of telecom services while reducing costs to
Potential costs: $400,000–$800,000 million
social success, as well as their health and cross-sector economic development within telecom providers to bury cable, facilitating
in total estimated costs
well-being. Puerto Rico, and supports communications to the burial of aerial fiber optic cable, and
Potential costs: $1 million in total estimated impacted areas during a disaster. provision of broadband deployment
Rico, private sector
costs Potential costs: $24 million in total estimated throughout the Island. Provides trenching
Potential implementer(s): PRTRB, PREMA and conduit adequate to accommodate other
Potential funder(s): DHHS ACF, Government costs
of Puerto Rico, municipalities, philanthropic utilities. Minimizes the need for multiple
Potential funder(s): DOC EDA, CDBG-DR,
foundations CIT 19 roadway disturbances.
Potential implementer(s): Puerto Rico’s Municipal Hotspots Potential implementer(s): PRIDCO
Administration for the Care and Integral Provide government-sponsored wi-fi n costs
Development of Children, PRDE town centers and public buildings to address Potential funder(s): CDBG-DR, DOC EDA, P3
the digital disparity and provide a priority
connection point after a disaster for reaching
EDU 14 telecommunication companies
a large number of residents in one place.
Multisector Analysis to Maximize public access to government-
Support Resource Allocation sponsored wi-fi rom 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.
Potential benefits: Improves educational
outcomes and community impacts, and leads
to better value for money.
costs
Potential funder(s): Nongovernment sources
Potential implementer(s): PRDE

CIT 22 CIT 26 PBD 9 PBD 11

Use Federal Programs to Spur Wi-fi Hotspots in Public Repair All Essential Public Bring Public Buildings up to
Deployment of Broadband Housing and “Digital Buildings Damaged by Code
Internet Island-Wide Stewards” Program Hurricanes Irma and Maria Assess building safety code compliance for
Work with the FCC, HUD, other federal Establish a “Digital Stewards” program to train Complete repairs to essential public buildings wind, flood, and seismic risks across the public
agencies, and GPR agencies to streamline residents to install and service wi-fi otspots that sustained hurricane damage, ensuring building inventory and retrofit buildings with
and expedite applications and approvals for in public housing and other publicly funded that repairs meet current building safety the appropriate structural hardening, making
schools, libraries and clinics to receive funding facilities. codes for wind, flood, and seismic events. other code upgrades where needed.
for broadband services through FCC’s E-rate Potential benefits: Increases ability of public
Potential benefits: Decreases the “digital Potential benefits: Fixes damaged buildings
program, supplemented by other federal buildings to withstand extreme weather
divide,” reduces costs for low-income and ensures that public buildings are more
programs. Work with the FCC, federal agencies events and natural hazards, improves energy
residents who previously relied on expensive resilient to future hurricanes and other
and GPR agencies to leverage these programs. and water effi iency, and reduces building
data plans, and provides a priority post- disasters.
Potential benefits: Facilitates the deployment disaster connection point. operational costs.
of internet services to schools, libraries and Potential costs: $3 billion–$7 billion in total
Potential costs: $20 million in total estimated costs
clinics as precursor to improving the provision estimated costs
costs
of education, health and other services. Potential funder(s): PA, HMGP, CDBG-DR, U.S.
Potential funder(s): CDBG-DR, PRDH Department of Education Potential funder(s): PA, HMGP, Government
Potential costs: $0.9 million in total estimated of Puerto Rico, U.S. Department of Education
costs Potential implementer(s): CINO, HUD, PRDH Potential implementer(s): PRIFA
Emergency Impact Aid
Potential funder(s): FCC, USDA, HUD, DOC EDA, Potential implementer(s): Government of
NTIA PBD 8 PBD 10 Puerto Rico
Potential implementer(s): PRTRB, FCC, PRDE
Mitigate Flood Risk for Critical Incentivize State-of-the-Art
Government Functions Building Design, Practices, and
Relocate critical public functions to buildings Technologies
CIT 25 outside of flood hazard zones or elevate Modify or develop policies and programs that
Evaluate and Implement the building in which the critical function is establish clear standards for energy and water
Alternative Methods to Deploy housed to prevent service disruptions and effi iency in public buildings and provide
Broadband Internet Service reduce damages due to flooding. incentives for energy and water effi iency,
Throughout Puerto Rico Potential benefits: Ensures continuity of renewable energy systems, increased
Create a comprehensive plan for deploying critical public services due to flooding and resilience to natural hazards, and innovative
broadband internet throughout Puerto reduces costs of maintaining buildings in flood redesign or reconfiguration of spaces to better
Rico by leveraging existing fiber rings and zones. support delivery of critical public services.
assessing the availability of existing federal Potential benefits: Reduces resource use and
programs, in particular those of the Federal building operational costs, meets Government
costs
Communications Commission (FCC). of Puerto Rico energy goals, reduces potential
Potential funder(s): PA, HMGP, U.S.
Potential benefits: Serves as an important future damages, increases reliability of critical
Department of Education
step towards providing high-speed internet public services, and potentially creates jobs.
service to support education, health Potential implementer(s): PRPB
care, social services, the visitor economy, costs
emergency services, and other sectors.
Potential funder(s): GPR agency operating
Potential costs: $0.9 million in total estimated budgets, EPA
costs
Potential funder(s): CDBG-DR, FCC Puerto Rico, municipal governments

Rebuild and enhance health and social

services infrastructure and regional
healthcare networks
HSS 1 HSS 2
Increase Use of Solar-Powered Prevent Disease Through a
Generators and Solar Backup Capacity-Building Healthy
Power Sources Housing Initiative: Targeting
Promote solar-powered generators for Mold, Lead, and Other
single-family homes (over 80% of all housing Stressors
units), multi-family homes, and commercial Build capacity for the identification
properties to reduce air and noise pollution. and management of mold and other
Potential benefits: Reduces noise and air environmental stressors through an integrated
pollution and thus the risk for respiratory and healthy homes/housing and buildings initiative
hearing-related illnesses. Reduces the number to prevent respiratory-related and other
of residents who need to be evacuated due health exacerbations. This action includes
to lack of power. Reduces morbidity among enforcement, an educational campaign, and
residents with technological dependence promotion of case management guidelines as
for health issues, and mortality and risk well as the proper use of medications.
associated with fossil fueled generators. Potential benefits: Decreases the public
Potential costs: $0.31 billion–$4.9 billion in health burden of asthma and other
total estimated costs respiratory-related diseases, and thus also
decreases health care costs.
Potential funder(s): EPA, USDA, EQB, private
sector Potential costs: $16 million–$23 million in total
estimated costs
Potential implementer(s): EQB, EPA’s
Caribbean Division Potential funder(s): CDC, DHHS HRSA
Potential implementer(s): EPA, CDC, other
federal agencies, PRDH, PRDOH, other GPR
agencies

HSS 4 HSS 7 HSS 10 HSS 12

Improve Surveillance of Reduce Gap in Medicaid/ Expand Care for Trauma and Augment Community Health
Waterborne Disease Medicare Reimbursement Rate Chronic Stress Centers and Elements for
Increase the robustness of the surveillance Analyze the extent to which reimbursement Expand the number of people and places Primary Care
system for waterborne disease by (1) ensuring rates can be raised to help address the (e.g., schools and other community centers) Ensure that timely, accessible care can be
that equipment is operational through QA/ financial viability of the health care system, where people can get both long-term and provided after a disaster and over the long-
QC, (2) developing communication tools, and particularly in the context of disaster recovery immediate assistance for acute trauma and term by strengthening Puerto Rico’s network
(3) establishing interagency partnerships. needs over the long-term and future system chronic stress. This action includes training of community health centers (CHCs) and
robustness. nonprofessionals, such as health and physical augmenting supporting elements, such as all-
Potential benefits: Reduces the transmission
education teachers, in supportive emotional terrain vehicles and CHC mobile care clinics,
of infectious pathogens and harmful Potential benefits: Allows for a better
well-being services. especially in places with sustained damages or
chemicals and toxins in the water system. understanding of the health care system’s
fragility, as well as where positive health care Potential benefits: Improves quality of care in isolated areas.
outcomes can be achieved by changes in outcomes for traumatic stress and addresses Potential benefits: Provides relatively efficient
payment structure. the mental health care provider shortage and alternatives to standing up new hospitals or
Potential funder(s): EPA Water Finance distribution issues.
Potential costs: To be determined larger health care facilities. Improves access
Clearinghouse
Potential costs: $8.4 million in total estimated to services, especially in communities with
Potential implementer(s): PRDOH, PRASA, CDC costs health care provider shortages and significant
Rico, nongovernment sources, AHRQ or CMS
Potential funder(s): DHHS SAMHSA grants, hurricane-related damage.
grant
HSS 6 nongovernment sources Potential costs: $250 million in total estimated
Reduce Opportunities for research organization, Congress Potential implementer(s): Mental health costs
Vector-Borne Diseases providers Potential funder(s): DHHS HRSA, Government
Support ongoing monitoring and engagement of Puerto Rico, PRDOH, nongovernment
for mosquito control and provide support to
HSS 9 sources
HSS 11
establish additional innovative practices for Increase Access to Telehealth
Options as Telecommunication Add Incentives and Other Potential implementer(s): CHCs, PRDOH
mosquito control, including but not limited to
Supports Become More Robust Supports to Increase and
using drones to detect breeding grounds and
Retain Supply of Health Care
apply larvicide at abandoned properties. Expand the use of telehealth across Puerto
Providers and Public Health
Potential benefits: Improves mosquito control Rico and train the health care workforce
in its use, including mental health. This
Practitioners
in areas that have been difficult to reach.
action includes using social media to screen Use incentives and loan repayment programs
Potential costs: $2.1 million–$3.8 million in to ensure that Puerto Rico has a robust and
and enroll more geographically isolated
total estimated costs stable health care provider and public health
populations in services, and using phone
Potential funder(s): CDC and online applications to target those with practitioner workforce, including primary
trauma-related mental illness. care providers, specialists, and mental health
Potential implementer(s): PRVCU, PRDOH,
practitioners, for both disaster-related health
municipalities Potential benefits: Provides greater access issues and also for the long-term.
to specialty care for rural, hard-to-reach
populations, and quicker networking and Potential benefits: Helps retain high-quality
talent in health care, and creates communities
best-practice sharing among health care
of practitioners that can better serve their
professionals in an emergency.
populations due to work satisfaction.
costs
costs
Potential funder(s): FCC, NIH, Medicaid 1115
Potential funder(s): DHHS HRSA, Government
waivers
of Puerto Rico, nongovernment sources
Potential implementer(s): Health care
Potential implementer(s): Puerto Rican
providers, mental health care providers
universities, associated hospitals and health
care facilities


Expand Practice Laws for Develop a More Robust and Advance Uptake of Evidence- Ensure That There Are
Health Care Providers Resilient Data System of based Practices/Quality of Nutrition Supports
Increase the supply and practice capacity Health Costs and Links to Care for Mental Health for Populations
of licensed health care providers and public Health Outcomes Identify gaps in evidence-based mental health Disproportionately Affected
health practitioners in Puerto Rico. This action Create supports for measuring health care practice (EBP) in Puerto Rico. Train mental by the Disaster
includes (1) allowing nurse practitioners costs systematically, including (1) merging health care providers in the use of relevant Create long-term (e.g., 3-months or longer)
(NPs) and physicians assistants (PAs) from claims data, hospital and other health EBPs and monitor how those practices are waivers to NAP regulations, that would be
other states to provide care in Puerto Rico, center discharge data, and disease and being applied. triggered upon declaration of a disaster, to
(2) providing incentives to attract licensed health outcome information; (2) solidifying enable greater flexibility in how program
Potential benefits: Increases the standards of
NPs and PAs from other locations, and the robustness of data systems for health participants access food during a disaster.
care and access to quality care for those with
(3) establishing and expanding NP and PA outcomes information, inclusive or related mental and behavioral problems. Identifies Potential benefits: Prevents unnecessary
degree programs in Puerto Rico. social and human service data; and (3) people who are in need of, but not receiving, gaps in benefits and averts negative health
Potential benefits: Increases access to quality ensuring greater data digitization to facilitate mental health care. outcomes that could result from inadequate
care. Helps identify and control diseases or analysis.
Potential costs: $4 million in total estimated nutrition.
outbreaks in a timely manner. Potential benefits: Ensures that systematic costs Potential costs: To be determined
Potential costs: $8 million in total estimated data are collected, through robust and
Potential funder(s): DHHS SAMHSA grants, Potential funder(s): USDA
costs resilient data systems, and that there is a
Medicaid, nongovernment sources
mechanism to integrate and report on findings Potential implementer(s): USDA Food and
Potential funder(s): Medicaid/Mi Salud
for overall health quality improvement. Potential implementer(s): Mental health care Nutrition Service
reimbursement
providers
Potential implementer(s): Independent health
costs HSS 18
care licensure body, PRDOH
Potential funder(s): DHHS, Government of HSS 16 Improve Programs to Prevent
Puerto Rico Address Food Insecurity by and Address Abuse of Children
Potential implementer(s): Institute for
Ensuring Flexible Nutrition and the Elderly after a Disaster
Statistics, health care payors, health care Assistance Programs Initiate public education campaigns to raise
providers, PRDOH 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
Potential implementer(s): Congress Potential funder(s): DHHS, OPPEA, PRDF

Potential implementer(s): OPPEA, PRDF


Create Flex-Funding for Social Improve Supports for the Move to a More Regionally- Revise Regulations on Food
Service Centers Elderly‚ Particularly Those Integrated Approach to Stockpiling at Child- and
Assess the social service center facility and Living Alone Emergency Planning, Elder-Care Facilities
develop an inventory of critical facilities and Provide pre-disaster support to seniors by Exercising, Response, and Require a minimum 14-day, healthy, shelf-
also a set of eligibility criteria. Create a flexible investigating reimbursement policies for home Recovery stable food supply at all licensed facilities and
funding mechanism to assist critical facilities, care visits to allow greater independence provide guidance to facilities on stockpiling.
Create a disaster preparedness, response, and
such as domestic violence and homeless and promote economic opportunities via recovery network that will prepare hospitals Potential benefits: Increases the availability
shelters and child- and elder-care facilities, in continued support for Project 646. Encourage and health care facilities to assist each other of more nutritious foods post-disaster.
bearing the costs of long periods of generator communities to participate in local emergency to surge during disasters. Hire 2 people in Decreases the availability of salty and sugary
use post-disaster. planning through activities such as community each of the 7 health regions to facilitate the foods.
Potential benefits: Avoids facility closures due mapping that would help to identify people
regional planning and preparedness approach.
to loss of fuel. Allows for continuity of service who might be at increased risk in a disaster, Potential costs: To be determined
Review and improve plans for ensuring power,
provision to populations disproportionately such as elderly who live alone.
water, oxygen and other critical supplies post- Potential funder(s): USDA, PRDF
affected by disaster. Reduces the need to Potential benefits: Increases the resiliency incident.
Potential implementer(s): PRDF, child- and
relocate shelters. of the elderly population, including their
Potential benefits: Protects patients and elder-care facilities
Potential costs: $11 million–$980 million in ability to access aid or other needed supplies.
communities from poor outcomes. Reduces
total estimated costs Avoids the worsening of chronic conditions
morbidity and mortality. Ensures more
due to insufficient medicines or nutrition and HSS 30
Potential funder(s): U.S. Department of efficient use of resources. Reduces costs.
promotes overall well-being. Review and Improve Plans‚
Energy, PREMA, PREPA, DHHS ACF, private Potential costs: $9.6 million in total estimated
sector Potential costs: $62 million in total estimated Systems‚ and Processes for
costs
Potential implementer(s): PRDF, PREMA
costs Tracking and Responding to
Potential funder(s): CDBG-DR, DHHS, CMS, Physical and Mental Health
Potential funder(s): DHHS, OPPEA, PRDF
ASES, PRDOH
Potential implementer(s): OPPEA, PREMA 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.
HSS 21 Conduct a periodic (every 4 months for
Improve Public Awareness of year 1; annually after) survey— Emergency
HSS 26
Proper Storage of Insulin Post- Responder Health Monitoring and Surveillance
Review and Improve
Disaster (ERHMS)—to assess responder health needs
Systems for Stockpiling and
Increase public knowledge of guidelines for and management of health symptoms.
Distributing Supplies and
the storage of insulin by (1) training disaster
Pharmaceuticals Post-Disaster Potential benefits: Lessens negative health
shelter managers and health care providers to impacts of the highly stressful circumstances
provide relevant information, (2) conducting Designate approximately 10 key health care
of disaster response and recovery. Improves
mass media and social media campaigns, and facilities as Healthcare Disaster Resource
responder well-being and keeps responders
(3) sending text messages to patients. Centers that would be equipped with extra
prepared to attend to the needs of others.
supplies needed during a disaster.
Potential benefits: Decreases medication
gaps, and thus negative health impacts, for Potential benefits: Avoids increased morbidity
costs
insulin-dependent individuals. Decreases and mortality among electricity-dependent
medication waste and strain on insulin supply. 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
costs
disaster.
Potential funder(s): DHHS, private sector,
nongovernment sources
costs
Potential implementer(s): Healthcare
Potential funder(s): DHHS, PREMA, PRDOH
providers, PRDOH, private sector
Potential implementer(s): PRDOH, PREMA


Review and Improve Systems Increase the Child Welfare Support the Development of a Increase Public Health
for Administration and Finance Investigative Workforce Suicide Prevention Campaign Laboratory Capacity
of Response-Related Activities Increase funding to the Puerto Rico Initiate a 6-part suicide prevention campaign Rebuild and/or develop up-to-date and well-
Implement temporary waivers for a range of Department of the Family (PRDF) to hire that includes (1) promoting wellness and self- equipped laboratories and staff appropriately.
emergency health service needs, including, additional child welfare investigators care through a public awareness campaign, Engage advanced systems integrating
but not limited to, authorization, payment to manage existing backlog of child (2) identifying people who are at risk of laboratory and epidemiological activities.
deadlines, prescription coverage, enrollment, maltreatment cases. suicide, (3) identifying and addressing barriers Provide a laboratory network infrastructure
and mortuary services. to appropriate care for suicidality, (4) providing (including a patient information management
Potential benefits: Decreases the backlog of
appropriate care procedures for responding system) whereby data can be communicated
Potential benefits: Ensures uninterrupted child maltreatment cases. Promotes the long-
to suicide (both acutely on the suicide hotline and shared between health care facilities
access to care post-disaster. Prevents term safety of children.
and in emergency rooms and long-term care), to access data in a timely manner for rapid
potential delays in time-sensitive care. Potential costs: $68 million in total estimated and (5) addressing environmental factors response.
Potential costs: $8.1 million in total estimated costs associated with suicide. Potential benefits: Allows for the
costs Potential funder(s): Government of Puerto Potential benefits: Prevents an increasing implementation of early detection
Potential funder(s): CDBG-DR, DHHS, Rico, PRDF suicide epidemic in Puerto Rico. methodologies that would facilitate timely
Government of Puerto Rico, nongovernment Potential implementer(s): PRDF implementation of needed control measures
sources to minimize disease transmission and
costs
Potential implementer(s): ASES, DHHS, CMS additional health-related costs.
HSS 40 Potential funder(s): DHHS SAMHSA grants,
Improve Current Potential costs: $71 million in total estimated
Medicaid, nongovernment sources
costs
HSS 34 Epidemiological Surveillance Potential implementer(s): PRDOH, Puerto
Review and Improve Systems to Better Respond to Natural Rico’s Commission for the Implementation of Potential funder(s): Government of Puerto
and Processes for Managing and Man-Made Disasters Public Policy in the Prevention of Suicide Rico, CDC (ELC, PHEP), APHL, NGOs
Volunteers and Donated Develop a comprehensive epidemiological Potential implementer(s): PRDOH, DHHS (CDC,
Supplies surveillance system, with the following HRSA, APHL)
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 43 CIT 4 CIT 17 CIT 19

Develop and Implement Rural Area Network Task Force Puerto Rico Data Center Municipal Hotspots
an Integrated Electronic Establish a task force to develop Establish a robust and disaster-proof, scalable, Provide government-sponsored wi-fi in
Reporting System for Vital communications networks and information cloud-enabled data center for governmental town centers and public buildings to address
Records systems in rural or disconnected areas, information systems that expands its capacity the digital disparity and provide a priority
Develop and implement an electronic particularly for the elderly, limited-mobility to perform essential governmental functions connection point after a disaster for reaching
reporting system for vital events at the Puerto individuals, and caregivers, for use in and deliver essential services. a large number of residents in one place.
Rico Demographic Registry (PRDR). emergencies. Maximize public access to government-
sponsored wi-fi from the main centers of
Potential benefits: Improves accuracy Potential benefits: Initiates establishment of governmental IT services for tracking,
public life, including municipal buildings, parks,
of reports through timely data entry and information systems that will avoid loss of life supporting, and coordinating response and
and town squares across Puerto Rico.
increased accuracy and completeness of vital and improve the health of people in areas with recovery needs within Puerto Rico and
records, which will support public health limited communications infrastructure. externally, while preserving the integrity of all Potential benefits: Reduces the “digital
surveillance systems. Increases efficiency in essential information systems. divide” and provides a priority post-disaster
Potential costs: $400,000–$800,000 in total
the death reporting process after a disaster connection point for reaching a large number
estimated costs Potential costs: $68 million–$190 million in
and will allow the ability to monitor mortality of residents in one place.
data. Potential costs: $18 million in total estimated
Rico, private sector Potential funder(s): Government of Puerto
Potential implementer(s): PRTRB, PREMA
costs sources Potential funder(s): CDBG-DR, DOC EDA
Potential funder(s): CDC-NCHS, NAPHSIS, Potential implementer(s): CIO, GPR agencies Potential implementer(s): CINO, PRTRB, GPR
PAHO, private donors CIT 16
Government Digital Reform
Planning and Capacity Building CIT 18
Department of Health (PRDR, Office of
Create a roadmap for digital transformation Database of Critical CIT 22
Informatics and Technological Affairs,
and determine priorities, assess needs, costs, Infrastructure Use Federal Programs to Spur
Planning and Development Office)
and feasibility for a government-wide digital Create an open, modular, and standards-based Deployment of Broadband
transformation strategy. information system for up-to-date, geo- Internet Island-Wide
CIT 3 referenced, cross-sector data on government Work with the FCC, HUD, other federal
Potential benefits: Helps Puerto Rico benefit
Upgrade and Enhance 911 from best practices and avoid common pitfalls and privately owned critical infrastructure agencies, and GPR agencies to streamline
Service to digital transformation, ensures stakeholder with near-real-time mapping capabilities. and expedite applications and approvals for
Upgrade the current 911 network to an buy-in, and provides a comprehensive Potential benefits: Improves visibility of schools, libraries and clinics to receive funding
Emergency Services IP Network, implement strategy and set of metrics. critical infrastructure status, provides accurate for broadband services through FCC’s E-rate
Next Gen 911, and consolidate dispatch at the data to inform emergency response, and program, supplemented by other federal
PSAP. increases private-sector awareness of programs. Work with the FCC, federal agencies
costs
government work affecting infrastructure and GPR agencies to leverage these programs.
Potential benefits: Improves the effectiveness
Potential funder(s): CDBG-DR, DOC EDA availability.
of 911 service through new features (such as Potential benefits: Facilitates the deployment
text, photo, video and GPS location sharing), Potential implementer(s): CINO, CIO Potential costs: $8 million–$15 million in total of internet services to schools, libraries and
improves 911 response times, and improves estimated costs clinics as precursor to improving the provision
system resilience. of education, health and other services.
Potential funder(s): Private sector,
Potential costs: $3 million–$7 million in total Government of Puerto Rico Potential costs: $0.9 million in total estimated
estimated costs costs
Potential funder(s): DOC Potential funder(s): FCC, USDA, HUD, DOC EDA,
NTIA
Potential implementer(s): Puerto Rico 9-1-1
Service Governing Board Potential implementer(s): PRTRB, FCC, PRDE


Evaluate and Implement Resiliency Innovation Network Government Digital Process Consolidated Government
Alternative Methods to Deploy Leading to Development of a Reform Information Systems
Broadband Internet Service Resiliency Industry Establish people-centered digital design and Implement an open, modular, standards-
Throughout Puerto Rico Create a Resiliency Innovation Network data science teams within the Government based platform for information systems and
Create a comprehensive plan for deploying to build on existing Puerto Rico Science, of Puerto Rico to tackle cross-cutting policy consolidate Government of Puerto Rico and
broadband internet throughout Puerto Technology, and Research Trust (PRSTRT) and and operational challenges and coordinate municipal government systems to improve
Rico by leveraging existing fiber rings and university facilities to develop, teach, test, and government agencies. continuity of government and quality of
assessing the availability of existing federal refine resiliency products and services. government services in the context of a
Potential benefits: Establishes a “whole-of-
programs, in particular those of the Federal disaster.
Potential benefits: Stimulates new government,” people-centered digital design
Communications Commission (FCC). commercial ventures and jobs, empowers and data-driven approach to continuously Potential benefits: Eliminates current mix
Potential benefits: Serves as an important communities and individuals, and increases improve services, spend resources effectively, of legacy government systems, reduces
step towards providing high-speed internet resilience to disasters. improve service delivery, better serve the operating costs, and improves reliability of
service to support education, health public, and make better policy. government functions, including response and
care, social services, the visitor economy, recovery coordination.
emergency services, and other sectors. costs Potential costs: $482 million in total estimated
Potential funder(s): DOC EDA, SBA, NSF,
PRSTRT, PRIDCO, private sector Potential funder(s): CDBG-DR, DOC EDA,
costs Government of Puerto Rico Potential funder(s): HMGP, CDBG-DR,
Potential implementer(s): CINO, universities,
Potential funder(s): CDBG-DR, FCC Government of Puerto Rico
PRSTRT, Resilient Puerto Rico Advisory Potential implementer(s): CINO, GPR agencies
Potential implementer(s): PRTRB, FCC, private Commission, DEDC, PRIDCO Potential implementer(s): CIO, GPR agencies
CIT 36
CIT 34 Data Collection and
CIT 29 Digital Citizen Services Standardization for Disaster
Health Care Connectivity to Expand the scope of PRITs to include a focus Preparedness and Emergency
Strengthen Resilience and on citizen-centered services and prioritizing Response
Disaster Preparedness a “one-stop-shop” experience for accessing Support expansion and ongoing development
Provide robust, resilient, multimodal government services and information in an of status.pr website with data-sharing
connectivity to the 86 community clinics easy-to-use fashion. protocol in partnership with private sector to
across Puerto Rico using satellite, low- Potential benefits: Increases public trust, enable ongoing situational awareness.
power radio, and line-of-site technologies to transparency, and accountability; increases Potential benefits: Creates a platform to
complement fiber and cell systems and allow adoption of digital services; and streamlines publicly share data in a standardized, user-
clinics to share bandwidth to support other government processes. friendly format; provides valuable information
recovery activities. for policymakers, the media, and emergency
Potential benefits: Improves health care, costs responders; and makes data available in
emergency response, and medical innovation; formats that can be used by developers.
Potential funder(s): CDBG-DR, DOC EDA,
provides real-time access to electronic Potential costs: $100,000 in total estimated
health records, clinical data, and services, and costs
bolsters situational awareness after a disaster. Potential implementer(s): CINO, GPR agencies
Potential funder(s): HMGP, CDBG-DR
Potential implementer(s): CINO, PREMA, GPR
total estimated costs.
agencies
Potential funder(s): HMGP, CDBG-DR, ASPR,
FCC, DHHS, VA, DoD, Government of Puerto
Rico
Potential implementer(s): CINO, PREMA,
PRTRB, PRDOH


Capacity Building for Capacity Building to Resilience Building in Public Information and
Community-Level Incorporate Hazard Risk Collaboration with High-Risk Communication Capability for
Preparedness and Response Reduction into Planning and Communities Coordinated Recovery
Develop and implement preparedness and Design Hire planners (on average 1.5 FTE per Build a Public Information and Communication
response plans for 50–100 priority vulnerable Strengthen hazard mitigation assessment, municipality) to develop and implement (PIC) capability to maintain continued
communities that face particularly high monitoring, and evaluation capabilities within disaster response and recovery plans engagement with Puerto Rican communities
risk during disasters. This action includes the Puerto Rico Planning Board (PRPB) so that in collaboration with 50–100 selected in the recovery process. Establish
(1) recruiting, training, and equipping the board can promote the incorporation communities. This action includes (1) and maintain methods of two-way
Community Emergency Response Teams of risk reduction in all planning and design investments into programs—e.g., workforce communication with Puerto Rican residents
(CERT) so that these communities can better decisions. This action includes (1) enhancing development, microfinance, education—that about recovery planning and implementation.
sustain themselves during the response GIS capabilities to generate hazard maps for address long-term stressors, as well as the This action also includes establishing
period, when emergency responders and each municipality to inform zoning decisions, improvement of essential services; and (2) effective communication with Puerto Rican
access to the communities will be limited; and (2) hiring a risk officer for each of the resilience building events for community communities on the mainland to better
and (2) establishing and maintaining a cache 27 state-level agencies. residents and local businesses, including understand whether and when people decide
of emergency supplies—e.g., water filters and fostering connections among governmental to return to Puerto Rico for recovery planning
Potential benefits: Enables a standardized
generators—for these communities. agencies, community groups, and NGOs. purposes.
and systematic approach to hazard
Potential benefits: Puts into place mitigation. Encourages a more data-driven Potential benefits: Builds community and Potential benefits: Allows the Government
fundamental preparedness and response implementation of Puerto Rico’s hazard individual resilience for both disaster response of Puerto Rico to communicate more clearly
capabilities at the state and municipal levels. mitigation plan. and long-term recovery with the public, thus increasing transparency
and improving public trust.
Potential costs: $37 million in total estimated Potential costs: $84 million in total estimated Potential costs: $82 million in total estimated
costs costs costs Potential costs: $8.8 million in total estimated
costs
Potential funder(s): CDBG-DR, PREMA Potential funder(s): HMGP, CDBG-DR Potential funder(s): CDBG-DR, DHHS
Potential funder(s): CDBG-DR, PREMA
Potential implementer(s): FEMA, PREMA, Potential implementer(s): PRPB, infrastructure Potential implementer(s): Government of
municipal governments sectors Puerto Rico, municipal governments, local Potential implementer(s): Government of
NGOs Puerto Rico

CPCB 7 CPCB 15 EDU 1 EDU 7

Capacity Building for Strengthen Local Nonprofit Create New—and Enhance Augment Tele-Education/
Emergency Shelter Planning and NGO Involvement in Existing—After-School Online Education
Hire planners in each municipality and at the Disaster Recovery and Summer Learning Provide “emergency instruction” in the event
state-level to build a more robust emergency Establish a unit within Puerto Rico’s Office Opportunities of a school closure of more than 2 weeks. This
shelter system. This action will develop for the Socioeconomic and Community Expand existing—and implement new— action includes building an online repository
parameters, standards, and general design Development (ODSEC) to strengthen the summer and after-school learning programs, of free open educational resources, available
guidelines for shelters that can better support engagement of local nonprofits and NGOs including academic, health, nutrition, in English and Spanish and appropriate for
residents over the longer-term. This action with government agencies and maximize and mental health services, to address various subject areas, grade levels (K-12), and
also will establish a protocol with the National their contributions as partners in the recovery post-hurricane learning loss and provide technology platforms.
Guard for effective management of response process. consistency to snack or meal programs that Potential benefits: Compensates for loss of
commodities for shelters. are offered as part of these programs.
Potential benefits: Strengthens partnerships instructional time due to school closures of
Potential benefits: Improves access to safe and drives more successful cross-sector Potential benefits: Promotes faster recovery all types. Provides a supplemental remedial
and appropriately resourced shelters within collaboration. Improves coordination and in student achievement from post-hurricane instructional resource. Increases access to
a reasonable distance that can accommodate communication among government agencies learning loss, a stronger sense of stability, instruction in advanced STEM areas. Builds on
community needs, such as disabilities and and NGOs and enhances resource allocation. better understanding of students’ health and PRDE’s initiative to integrate technology into
medical conditions. Builds community resilience. Increases mental health needs, and creates a source the classroom.
Potential costs: $57 million in total estimated nonprofit and NGO capacity while helping of employment for young Puerto Ricans as Potential costs: $22 million in total estimated
costs them develop more long-term sustainable summer and after-school instructors. costs
funding.
Potential funder(s): HMGP, CDBG-DR, Potential costs: $3.9 billion in total estimated Potential funder(s): U.S. Department of
Government of Puerto Rico, municipalities Potential costs: $9 million in total estimated costs Education, philanthropic foundations,
costs corporate sponsorships
Potential implementer(s): FEMA, PREMA, Potential funder(s): U.S. Department of
public buildings sector Potential funder(s): CDBG-DR Education, USDA, nongovernment sources Potential implementer(s): PRDE, professional
Potential implementer(s): ODSEC, NGOs, local Potential implementer(s): PRDE, U.S. development partners
nonprofits Department of Education, USDA Summer
CPCB 10
Food Program
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
costs
Potential funder(s): HMPG, CDBG-DR, PREMA
general public of Puerto Rico

EDU 13 ENR 2 ENR 5 ENR 11

Landscape Analysis of Early Design, Build, and Maintain Design and Build Hardened Design and Deploy
Childhood Interventions and “Islandable” Portions of the Grid Assets to Support Critical Technologies to Improve Real-
Care Opportunities Electricity Grid Infrastructure Time Information and Grid
Determine the demographics of children 0-5 Design and create an “islandable” grid that Prioritize the hardening of electricity and Control
years of age (and their families), the current can balance generation and load to continue distribution assets. Design assets that enable Improve centralized energy management
supply of interventions and care settings, and delivering localized electricity if other portions rapid response time for electricity to support and geographic information systems.
the cost of—and possible funding streams of the system fail. Strategically install, test, other critical infrastructure. This action Install a distributed energy resource
for—providing high-quality care to all children and maintain microgrids with an adequate includes (1) policy guidance to clarify a plan management system and technologies to
in Puerto Rico. inventory of replacement assets. for outages of a reasonable duration at critical allow communities to operate off-grid after a
Potential benefits: Promotes children’s facilities and enforce these standards where disaster.
Potential benefits: Allows for more
school readiness and provides an important they already exist, (2) energy solutions for
resilient electricity and potentially improved Potential benefits: Relieves pressure from
foundation for children’s later academic and homes with electricity-dependent medical
environmental performance (and improved response efforts. Improves access to life-
social success, as well as their health and needs, and (3) a program to increase energy
public health). May save money depending on sustaining resources. Makes the electricity
well-being. reliability to critical water pumps systems.
relative electricity rates. Promotes economic supply adaptable to changing economic
Potential costs: $1 million in total estimated growth through less price volatility and Potential benefits: Promotes economic conditions. Improves the speed of response
costs potentially improved access to electricity. growth by creating a reliable electricity supply and recovery efforts.
Potential funder(s): DHHS ACF, Government that is less impacted by threats/hazards.
Potential costs*: $1 billion in total estimated Potential costs*: $200 million in total
of Puerto Rico, municipalities, philanthropic costs Potential costs*: $3 million in total estimated estimated costs
foundations costs
Potential funder(s)*: CDBG-DR, FEMA NFIP, Potential funder(s)*: HMGP, CDBG-DR, FEMA
Potential implementer(s): Puerto Rico’s U.S. Department of Energy, EPA, NOAA, PREPA, Potential funder(s)*: CDBG-DR, FEMA NFIP, NFIP, U.S. Department of Energy, EPA, NOAA,
Administration for the Care and Integral private sector, nongovernment sources U.S. Department of Energy, EPA, NOAA, PREPA, PREPA, private sector, nongovernment sources
Development of Children, PRDE
Potential implementer(s)*: PREPA, U.S. Potential implementer(s)*: PREPA, USACE,
Department of Energy, private industry, Potential implementer(s)*: PREPA, new FEMA
ENR 1 public-private entities, municipalities private owner/operators, U.S. Department of
Establish and Enforce Best Energy
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
U.S. Department of Energy, EPA, NOAA, PREPA,
Potential implementer(s)*: PREPA, new
private owner/operators, PREC, U.S.

HOU 5 NCR 1 NCR 2 NCR 5

Collect, Integrate, and Map Historic and Cultural Arts Recovery Forest Recovery in Rural
Housing Sector Data Properties Preservation Implement an integrated strategy to help Protected Areas, Private
Create an integrated database of housing and Develop and implement an Island-wide artists and arts organizations recover while Forests, Critical Watersheds,
home ownership information, including title, Cultural Resources Management Plan and supporting Puerto Rico’s economic and and Urban Areas
permits, land use, property tax and location. stabilization program to restore and protect emotional recovery. Options include recovery Develop and implement strategic forest
resources, establish incentive programs grants, workspaces, global arts exchange recovery and conservation strategies
and local historic districts to encourage programs, preparedness and recovery training, throughout Puerto Rico through public and
relocation and mitigation efforts needed to
private property preservation, and develop an arts tourism service sector, and arts private collaborations, with a focus on rural
make these communities safer and resilient.
emergency plans for cultural institutions. outreach to facilitate community recovery. protected forests, ecological corridors, private
Aids civic planning for efficient location of
emergency and other public services, such as Potential benefits: Preserves historic buildings Potential benefits: Helps artists and arts forested lands, agroforestry, and urban
fire stations, hospitals, and schools. Improves and collections; stabilizes property values; organizations resume practice and livelihoods, forests. Restore tree nurseries and seed banks
overall GPR and municipal efforts to increase improves preparedness, shortens future reduces future recovery costs and time, and to aid in the recovery process.
property tax revenues. recovery time, and prevents future losses promotes sustainability and resiliency of the Potential benefits: Restores ecological
from disasters; cost-effectively extends the arts. functions of forests and the provision of
lifespan of existing buildings; and ensures Potential costs: $10 million in total estimated ecosystem services, boosts economic viability
that cultural heritage will be accessible to costs of forest conservation, provides employment
Potential funder(s): CDBG-DR communities. opportunities, improves public safety, and
Potential funder(s): DOC EDA, Institute of
Potential implementer(s): PRPB, PRDH, PRDOJ, Potential costs: $64 million in total estimated reduces the risk of pest and disease damage.
Museum and Library Services, National
OGPe, CRIM, private sector firms (banks, costs Endowment for the Humanities, and National Potential costs: $74 million–$120 million in
insurance)
Potential funder(s): HMGP, DOI, Institute Archives and Records Administration, private total estimated costs
of Museum and Library Services, National sector, nongovernment sources Potential funder(s): DOI, USFS, NRCS, USDA,
MUN 14 Endowment for the Humanities, National Potential implementer(s): Government of P3, Government of Puerto Rico, DNER,
Repopulate Urban Centers Archives and Records Administration, Puerto Rico, Heritage Emergency Task Force municipalities, nongovernment sources
Incentivize the redevelopment and Government of Puerto Rico
Potential implementer(s): DNER, USFS,
repopulation of urban centers to improve Potential implementer(s): SHPO, ICP, individual municipalities
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.
costs
Potential implementer(s): Governor, municipal
governments

NCR 7 NCR 15 NCR 17 NCR 20

Develop Partner Networks for Coral Reef and Seagrass Reduce Coastal Erosion and Redesign, Reorganize, and
Recovering Plant and Animal Protection and Restoration Provide Disaster Protection Rebuild Puerto Rican Parks
Species Restore damaged coral reef and seagrass Through Beaches and Dunes Conduct assessments to help the Puerto Rican
Grow a comprehensive network of partners sites to protect coastal communities, human Restore, monitor, and maintain beaches and parks system improve governance/operations
to work together to help fund actions for health and safety, biodiversity and ecological sand dunes to make them stable and resilient efficiency, align park amenities to community
plant and animal species preservation, function, and economic activity. to both seasonal- and disaster-related coastal needs, and re-engineer parks to serve as
develop human capital and capacity in flooding, as well as long-term sea level rise. storm water infrastructure. Rebuild parks in
Potential benefits: Provides a cost-effective
species management, educate the public, and compliance with building codes for hurricane-
way to increase protection from disasters, Potential benefits: Increases coastal resilience
cultivate experiential/tourism opportunities. prone areas, and consistent with assessment
creates jobs, increases biodiversity of coastal and protects coastal infrastructure, human
Such partners would include federal and findings.
areas, and enhances fishing, tourism, and health and safety, wildlife habitats, and
state-level agencies, local government, NGOs, recreation economies. Potential benefits: Promotes active recreation
commerce from erosion and flood hazards.
universities, and private sector partners. and reduces health care costs, improves
Potential costs: $22.9 million in total Potential costs: $80 million–$82 million in
Potential benefits: Improves management flood control capability and mitigates future
estimated costs total estimated costs
of plant and animal species, helps prevent damage to community, and boosts economy
Potential funder(s): HMGP, CDBG-DR, NOAA, Potential funder(s): HMGP, CDBG-DR, DOI, through area attractiveness to tourists,
species from becoming extinct, and expands
EPA, USCG, USACE, DOI, nongovernment USACE, NOAA businesses, and consumers.
and enhances educational, tourism, and other
sources
economically beneficial opportunities. Potential implementer(s): DNER, Potential costs: $340 million–$650 million in
Potential implementer(s): DNER, NOAA municipalities, USACE total estimated costs
costs Potential funder(s): PA, HMGP, CDBG-DR, NPS,
Potential funder(s): DOI, USFS, NRCS, NCR 16 NCR 18 P3, nongovernment sources
USDA, DNER, Government of Puerto Rico, Wetlands Restoration Establish the San Juan Barrier Potential implementer(s): DRD, DNER,
municipalities, private sector, nongovernment Restore the capacity, resiliency, and ecological Reef System as a Marine National Parks Company
sources function of coastal wetlands through site- Protected Area
Potential implementer(s): DNER, federal specific actions. Declare the San Juan Barrier Reef a
NCR 26
agencies, University of Puerto Rico, NGOs Potential benefits: Provides storm surge Commonwealth of Puerto Rico Marine
Protected Area, restrict fishing, and invest in
Resource Management
protection, erosion control, sediment trapping,
the reef’s restoration and long-term health.
Capacity Building
wildlife habitat, water filtration, and flood
NCR 10 Apply an updated framework for resource
water absorption. Facilitates habitat recovery Potential benefits: Provides long-term
Clean Up and Eliminate Illegal management and future disaster response
and healthy ecosystems. protection of infrastructure, tourism sites,
Dumps that includes training support, data sharing,
Potential costs: $24.8 million–$31.4 million in and housing in San Juan; reduces flood
Identify, sort, and recycle or dispose of waste and educational outreach to enhance
total estimated costs risk to community; provides eco-tourism
at approximately 1,600–2,000 illegal dumps resilience in future disasters.
opportunities; and protects beaches.
throughout Puerto Rico and identify steps to Potential funder(s): HMGP, CDBG-DR, DOI,
Potential benefits: Provides stronger
prevent future recurrence of illegal dumps. USDA, NOAA, EPA, nongovernment sources Potential costs: $800,000 in total estimated
decision-making support to natural and
costs
Potential benefits: Removes environmental Potential implementer(s): DNER, USACE cultural resource stakeholders, promotes
and public health threats associated with Potential funder(s): NOAA, DOI, Government exchange of ideas, and encourages
illegal open dumps and helps ensure the of Puerto Rico, P3, nongovernment sources community involvement in resource
overall success of a sustainable solid waste Potential implementer(s): DNER, NOAA management.
management plan. Potential costs: $16 million in total estimated
costs Potential funder(s): To be determined
Potential funder(s): HMGP, CDBG-DR, EPA, Potential implementer(s): PRTC, NGOs,
USDA communities
Potential implementer(s): DNER (EQB), EPA

NCR 29 TXN 1 WTR 23

Enhance Public Participation Refine and Enforce Road Evaluate, Repair, and Improve
and Education Through Design Standards Flood Control Infrastructure
Museum Exhibits Collect and refine guidance on road design, Evaluate, repair, and improve the performance
Design and install in-depth, participatory develop a set of engineering standards that and resilience of flood control infrastructure,
exhibits at museums, such as the Parque promote innovative features, and ensure that including dams, levees, channels, and water
de las Ciencias, that describe how different roads meet these standards. control structures, to safely manage 100-year
aspects of the natural and cultural resource floods events.
Potential benefits: Improves road safety
recovery plans work and their benefits and through better roadway markings, signage, Potential benefits: Reduces flood risk for
drawbacks. and lighting. Reduces maintenance costs, communities and infrastructure assets.
Potential benefits: Helps facilitate common increases roadway life, and prevents damage Potential costs: $434.4 million in total
understanding of the purpose of recovery from future disasters through improved estimated costs
efforts and promotes commitment to roadway drainage systems and bridge design.
Encourages people to walk and bicycle instead Potential funder(s): PA, HMGP, CDBG-DR, EPA,
recovery and disaster preparedness.
of driving by promoting sidewalks and bicycle USACE
Potential costs: $9.6 million–$20 million in
lanes, which provides public health benefits Potential implementer(s): DNER, PRPB,
and reduces traffic congestion. PREMA, municipalities, USACE, EPA
estimated costs
Potential implementer(s): DNER, universities,
Potential funder(s): DOT
host museums
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

Rebuild, repair, and right-size the

public buildings inventory
PBD 1 PBD 3
Compile a Public Buildings Establish Integrated Services
Inventory Centers
Create a comprehensive, centralized database Continue supporting the Government of
of buildings owned by the Government Puerto Rico’s ongoing project to cluster
of Puerto Rico that includes building public services in a single location to improve
characteristics, which will allow analysis effi iency and accessibility to the public.
of emergency response needs and general A center is already operating in San Juan,
operational decision-making. where residents can access a variety of social
services in a single location.
Potential benefits: Provides clear visibility of
building inventories to facilitate system-wide Potential benefits: Simplifies access to
infrastructure-related decision-making and services for the population and streamlines
support hazard mitigation programs, damage maintenance processes.
assessment, and recovery from natural Potential costs: $10 million–$20 million in total
disasters. estimated costs
Potential costs: $4 million in total estimated Potential funder(s): PA, HMGP, CDBG-DR,
costs Government of Puerto Rico, USDA WIC
Potential funder(s): PA, CDBG-DR, PRPB Potential implementer(s): Puerto Rico
Potential implementer(s): PRPB, PRIFA Department of State, PRPBA
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
service delivery, and removes the blight of
costs
long-abandoned, vandalized buildings.
Potential funder(s): PRPB
total estimated costs Potential implementer(s): Office of the
Governor, Legislative Assembly
Potential implementer(s): PRPB

PBD 5 PBD 8 PBD 10 PBD 13

Move Public Services to Public Mitigate Flood Risk for Critical Incentivize State-of-the-Art Develop Secondary Power
Buildings Government Functions Building Design, Practices, and Guidelines
House government agencies in public Relocate critical public functions to buildings Technologies Develop guidelines for the design of
buildings rather than privately owned outside of flood hazard zones or elevate Modify or develop policies and programs that secondary power systems for public
buildings. the building in which the critical function is establish clear standards for energy and water buildings, possibly using existing standards for
housed to prevent service disruptions and effi iency in public buildings and provide emergency and standby power systems as a
Potential benefits: Ensures public funds are
reduce damages due to flooding. incentives for energy and water effi iency, resource.
used more efficiently by avoiding paying
building rental costs when acceptable Potential benefits: Ensures continuity of renewable energy systems, increased Potential benefits: Facilitates the design of
alternative publicly-owned buildings are critical public services due to flooding and resilience to natural hazards, and innovative appropriate backup power systems to provide
available. reduces costs of maintaining buildings in flood redesign or reconfiguration of spaces to better a redundant energy supply for essential public
zones. support delivery of critical public services. services.
Potential costs: N/A
Potential costs: $2 billion in total estimated Potential benefits: Reduces resource use and Potential costs: $400,000 in total estimated
Potential funder(s): N/A
costs building operational costs, meets Government costs
Potential implementer(s): Office of the of Puerto Rico energy goals, reduces potential
Potential funder(s): PA, HMGP, Potential funder(s): PREC, PREPA, PA, HMGP,
Governor, Legislative Assembly future damages, increases reliability of critical
U.S. Department of Education CDBG-DR
public services, and potentially creates jobs.
Potential implementer(s): PRPB Potential implementer(s): SOEP
PBD 6 Potential costs: $7 million in total estimated
Study Whether Privatizing costs
PRIDCO Would Improve Its PBD 9 Potential funder(s): GPR agency operating PBD 15
Ability to Support Economic Repair All Essential Public budgets, EPA Refurbish Community Centers
Development Buildings Damaged by Potential implementer(s): Government of
and Community Technology
Commission an independent analysis by a Hurricanes Irma and Maria Puerto Rico, municipal governments Centers
third party of whether converting PRIDCO into Complete repairs to essential public buildings Rebuild or refurbish 300 community centers in
a nongovernmental entity would improve that sustained hurricane damage, ensuring low-income communities and 172 community
that repairs meet current building safety
PBD 11 technology centers, including providing
or reduce its ability to support economic
development through the private-sector real codes for wind, flood, and seismic events. Bring Public Buildings up to them with generators for backup power and
estate market. Code building them to withstand hurricanes and
Potential benefits: Fixes damaged buildings
Assess building safety code compliance for earthquakes.
Potential benefits: Identifies whether there and ensures that public buildings are more
resilient to future hurricanes and other wind, flood, and seismic risks across the public Potential benefits: Improves access to
are potential significant economic gains in
disasters. building inventory and retrofit buildings with community services, including training,
converting PRIDCO into a nongovernmental
the appropriate structural hardening, making medical support, emergency shelter, and
entity. Potential costs: $4 billion in total estimated other code upgrades where needed. technology.
Potential costs: $500,000 in total estimated costs
Potential benefits: Increases ability of public Potential costs: $20 million in total estimated
costs Potential funder(s): PA, HMGP, CDBG-DR, U.S. buildings to withstand extreme weather costs
Potential funder(s): Government of Puerto Department of Education events and natural hazards, improves energy
Rico, nongovernment sources and water effi iency, and reduces building Potential funder(s): PA, HMGP, CDBG-DR
Potential implementer(s): PRIFA
Potential implementer(s): Independent operational costs. Potential implementer(s): PRPB
research partner 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
Puerto Rico

HOU 6 MUN 5 MUN 6 NCR 1

Enforce Land Use Plans and Reduce Barriers to Create and Maintain Central Historic and Cultural
Improve Compliance with Transferring Property to Repository of Municipal Assets Properties Preservation
Building Permitting Municipal Governments and and Associated Conditions Develop and implement an Island-wide
Provide funding to update current municipal Provide Technical Assistance Collect or update data on municipal assets. Cultural Resources Management Plan and
plans and align them with the State Land Use Reduce administrative barriers to transferring Create and maintain a central database of stabilization program to restore and protect
Plan (PUT) to align zoning and regulations property (such as closed schools and other this information, including documentation of resources, establish incentive programs
for permitted land use and construction. public buildings) to municipalities. property condition. and local historic districts to encourage
Provide funding for municipalities to develop private property preservation, and develop
Potential benefits: Enables municipalities Potential benefits: Helps municipalities and
municipal plans when lacking. Increase emergency plans for cultural institutions.
to more efficiently repurpose buildings the Government of Puerto Rico identify,
capacity to enforce both land use and building Potential benefits: Preserves historic
to enhance the delivery of services to the manage, and maintain assets. Helps with
codes through permitting and inspections. buildings and collections; stabilizes property
public or stimulate economic development filing claims with the federal government
Potential benefits: Avoids construction in through public-private partnerships or for damage repair. Enables more efficient values; improves preparedness, shortens
high-risk areas. Provides access to local jobs, municipal corporations. Reduces costs to budgeting and disaster mitigation. Facilitates future recovery time, and prevents future
services, and economic and transportation the GPR associated with maintaining closed leveraging resources and utilization of assets. losses from disasters; cost-effectively extends
hubs. Reduces burden of providing services in facilities, and reduces the potential blight and the lifespan of existing buildings; and ensures
new construction areas and remote areas. safety risks associated with closed buildings. that cultural heritage will be accessible to
costs
Provides municipalities and the communities communities.
Potential costs: $102 million–$317 million in Potential funder(s): CDBG-DR, Government of
total estimated costs they serve with additional facilities at low Potential costs: $64 million in total estimated
Puerto Rico, nongovernment sources
cost. Returns previous public investments to costs
Potential funder(s): CDBG-DR, HMGP,
active use. Potential implementer(s): Government of
Government of Puerto Rico, nongovernment Potential funder(s): HMGP, DOI, Institute
Puerto Rico, municipal mayors
sources Potential costs: $2.7 million in total estimated of Museum and Library Services, National
costs Endowment for the Humanities, National
Potential funder(s): HMGP, CDBG-DR, SBA Archives and Records Administration,
Puerto Rico, municipal governments Potential implementer(s): SHPO, ICP, individual
property owners

NCR 3
General Archives Mitigation Restore, plan for, and develop the
and Modernization
Protect essential government records and natural environment
other collections in the Archivo General de
Puerto Rico through architecture/engineering
planning and design. NCR 5 NCR 6
Potential benefits: Preserves historical
Forest Recovery in Rural Implement Individual At-Risk
records and collections, reinvests in existing Protected Areas, Private Species Recovery Activities
buildings and infrastructure, and protects Forests, Critical Watersheds, Develop and implement recovery actions for a
historic character of San Juan, with benefits to and Urban Areas set of the 10–15 identified at-risk species that
community and tourism. Develop and implement strategic forest were significantly affected by Hurricane Maria.
recovery and conservation strategies Plans include species-appropriate habitat
throughout Puerto Rico through public and restoration, increasing wild populations, and
costs
private collaborations, with a focus on rural addressing invasive species or predation.
Potential funder(s): National Archives’
protected forests, ecological corridors, private Potential benefits: Improves resilience of
National Historical Publications and Records
forested lands, agroforestry, and urban habitats, especially for species that at risk of
Commission, Government of Puerto Rico,
forests. Restore tree nurseries and seed banks extinction; assists species recovery; improves
to aid in the recovery process. biodiversity and ecological health; and
Potential implementer(s): ICP contributes to agricultural production and
Potential benefits: Restores ecological
functions of forests and the provision of tourism.
NCR 4 ecosystem services, boosts economic viability Potential costs: $6 million in total estimated
Build Caribbean Cultural of forest conservation, provides employment costs
Collections Preservation and opportunities, improves public safety, and
Potential funder(s): DOI, USFS, NRCS,
reduces the risk of pest and disease damage.
Research Center USDA, DNER, Government of Puerto Rico,
Expand and fulfill SHPO and ICP plan to Potential costs: $74 million–$120 million in municipalities, private sector, nongovernment
identify criteria for a new conservation center total estimated costs sources
that provides preservation planning and Potential funder(s): DOI, USFS, NRCS, USDA, Potential implementer(s): DNER, FWS, other
conservation services for museum/library/ P3, Government of Puerto Rico, DNER, federal agencies, NGOs, universities
archives and private client collections. municipalities, nongovernment sources
Potential benefits: Provides a local source Potential implementer(s): DNER, USFS,
of professional preservation advice and municipalities
conservation treatment, boosts employment
opportunities for professionals in preservation
and curation, and establishes Puerto Rico
as a regional leader in preservation and
conservation.
costs
Potential funder(s): CDBG-DR, P3,
Potential implementer(s): ICP, various
foundations and donors


Increase Landfill Capacity to Clean Up and Eliminate Illegal Reduce Sediment Pollution and Coral Reef and Seagrass
Dispose of Hurricane-Related Dumps Risk from Landslides Protection and Restoration
Waste and to Properly Manage Identify, sort, and recycle or dispose of waste Stabilize soils and slopes in critical areas Restore damaged coral reef and seagrass
Future Waste at approximately 1,600–2,000 illegal dumps across Puerto Rico that were impacted sites to protect coastal communities, human
Increase landfill capacity, including building throughout Puerto Rico and identify steps to by landslides areas through vegetative, health and safety, biodiversity and ecological
transfer stations, to meet the waste prevent future recurrence of illegal dumps. bioengineering, and structural approaches. function, and economic activity.
management needs of Puerto Rico. Meet the Potential benefits: Removes environmental Potential benefits: Protects public safety and Potential benefits: Provides a cost-effective
permitting and inspection needs to permit and public health threats associated with road access, reduces sedimentation-related way to increase protection from disasters,
new landfills and inspect existing landfills. illegal open dumps and helps ensure the water quality problems, restores native creates jobs, increases biodiversity of coastal
Potential benefits: Meets Puerto Rico’s landfill overall success of a sustainable solid waste habitat for species, provides soil materials for areas, and enhances fishing, tourism, and
capacity needs and improves environmental management plan. other applications, and protects infrastructure recreation economies.
quality and public health, with spillover and communities from future damage.
Potential costs: $104 million in total estimated Potential costs: $22.9 million in total
benefits for municipal operations, the local costs Potential costs: $1.05 billion in total estimated estimated costs
economy, and tourism. costs
Potential funder(s): HMGP, CDBG-DR, EPA, Potential funder(s): HMGP, CDBG-DR, NOAA,
Potential costs: $176 million in total estimated USDA Potential funder(s): HMGP, CDBG-DR, NRCS EPA, USCG, USACE, DOI, nongovernment
costs EQIP, USDA, USACE, DOT sources
Potential implementer(s): DNER (EQB), EPA
Potential funder(s): HMGP, CDBG-DR, EPA, Potential implementer(s): DNER, federal Potential implementer(s): DNER, NOAA
USDA agencies
NCR 11
Establish a Long-Term, NCR 16
municipalities
Sustainable, Integrated Solid NCR 14 Wetlands Restoration
Waste Management Program Water Quality Improvements Restore the capacity, resiliency, and ecological
NCR 9 Implement an updated Solid Waste at the Watershed Scale function of coastal wetlands through site-
Landfill Repair and Closure Management Plan to address disaster debris to Protect Human Health, specifi actions.
Repair landfills and open dumps that sustained management and changes to waste streams Infrastructure, Freshwater, Potential benefits: Provides storm surge
damage from the hurricanes and close unlined after disasters, including diverting organic and and Marine Environments protection, erosion control, sediment trapping,
open dumps throughout Puerto Rico. recyclable waste from landfi ls. Implement watershed restoration and wildlife habitat, water filtration, and flood
Potential benefits: Reduces or eliminates Potential benefits: Extends the life of management strategies in four priority water absorption. Facilitates habitat recovery
the impact of landfills on natural resources landfills, helps ensure a sustainable, watersheds (Arecibo, San Juan Metropolitan and healthy ecosystems.
(including soil, air, and water quality) and helps economically viable, and compliant solid Area, Cabo Rojo/Guánica, and Northeast
bring lined landfills back into compliance. waste management plan, reduces waste Corridor) and sensitive coastal areas.
Benefits public health and the environment. going to unlined landfills, provides economic Potential benefits: Reduces the potential for
opportunities, and improves soil for excessive sedimentation from future storm
Potential costs: $160 million in total estimated USDA, NOAA, EPA, nongovernment sources
agriculture. runoff, reduces pollution in waterways,
costs
improves soil retention, reduces landslide risk, Potential implementer(s): DNER, USACE
costs maintains reservoir storage capacity, provides
USDA
ecological corridors, improves water quality,
Potential implementer(s): DNER (EQB), and restores coastal areas.
municipalities, Solid Waste Authority Potential implementer(s): DNER (EQB), EPA,
USDA
costs
Fund
agencies

NCR 17 COURSES OF ACTION

Reduce Coastal Erosion and
Strategic
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
Initiatives
and protects coastal infrastructure, human
commerce from erosion and flood hazards.
FOCUS ON THE
FUTURE
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.
As the actions within the
infrastructure capital investment
Potential benefits: Creates jobs, facilitates skill
priorities are necessary
development, provides labor for recovery and
restoration, and promotes more effective and
prerequisites to the strategic
effi ient investment. initiatives, they are not duplicated
here. The order of these actions first
costs
highlights actions from the sector
most relevant to that initiative, listed
Potential funder(s): EPA, USDA, DOC EDA, DOL
numerically. Numerical assignment
Potential implementer(s): Puerto Rico is random and does not indicate
Department of Labor and Human Resources, a specific prioritization. They are
DOC EDA
then followed by actions from other
sectors that are also important to
achieving the strategic initiative,
which are listed in alphabetical
order by code and number.

Ocean economy ECN 9

Invest in Agricultural Recovery
ECN 12
Provide Innovation and
Assistance Entrepreneurial Training
Provide a direct investment in recovery Reinvigorate innovation and research in
ECN 3 ECN 7 assistance to farming efforts. This action Puerto Rico by implementing a model and
Change Social Welfare and Create Research Centers and targets poultry; dairy milking; livestock initiatives developed by Georgia Tech. The
Benefits Policy Partnerships breeding; specialty animals; and horticulture, model consists of three strategies: bring
Modify the distribution of social welfare Create research centers and partnerships including vegetables and tubers, grain talented workers into startup and research
benefits and income by altering policies across a variety of disciplines, for example, production, orchards (fruit and nut trees), teams, screen the teams to identify those with
pertaining to eligibility for social welfare agricultural partnerships with universities; melons, and coffee facilities. strong potential, and scale up high-potential
benefits, such as Medicaid and the Nutrition specialized research centers in technology, Potential benefits: Allows farmers and other startup teams.
Assistance Program. Examples include biotechnology, and marine economics; and agricultural workers to reestablish operations. Potential benefits: Generates young, trained
establishing work requirements, using a center devoted to developing and using Stimulates development of innovative and
entrepreneurs who can start businesses that
income tax credits to eliminate thresholds for blockchain technology. efficient farming practices and use of next-
will produce goods and services for export;
eligibility, and lowering individual income tax generation agricultural technology, improving
Potential benefits: Leverages the promotes public-private partnerships; and
rates to stimulate consumption. profitability of agriculture and increasing
intellectual capital of Puerto Rico to creates job opportunities.
exports.
Potential benefits: Removes disincentives to stimulate technological development that Potential costs: $26 million in total estimated
work that have been created by the current will potentially increase productivity across Potential costs: $1.8 billion in total estimated
costs
system of benefit provision. Stimulates diverse sectors of the economy. costs
Potential funder(s): DOC EDA, NSF
economy by encouraging consumption. Potential funder(s): USDA, CDBG-DR
Improves fiscal spending by reducing benefit Potential implementer(s): Puerto Rico Potential implementer(s): Georgia Tech or
costs
payments. Department of Agriculture similar university, Puerto Rican universities,
Potential funder(s): Federal agencies PRDE, PRSTRT, Grupo Guayacan, DEDC,
Potential implementer(s): Universities, private PRiMEX, Small Business Technology
Potential funder(s): To be determined ECN 10 Development Center, Echar Pa’lante
industry
Potential implementer(s): Puerto Rico BLUEtide Initiative
Executive Branch, Legislative Assembly Develop a whole-island approach to coastal
ECN 8 ECN 13
resources management for disaster mitigation
Define and Develop Economic and resilience, workforce development, and
Develop PRIDCO’s Abandoned
ECN 5 Development Zones advanced manufacturing. Start a marine Buildings for Business
Improve Retention of Educated Define geographically distinct economic business innovation and research center Incubators
Workforce Through Policy development zones and establish policies to and an incubator network to develop Find tenants to occupy abandoned PRIDCO-
Change provide benefits, such as tax advantages and ocean-related technologies. Leverage owned buildings, ideally entrepreneurs
Decrease the proportion of college students waivers of particular regulations. waterborne infrastructure to support sports seeking to develop business incubators who
and educated workers who are leaving anglers, tourism, bio-compound extraction, will benefit from reduced operating costs
Potential benefits: Incentivizes particular
Puerto Rico by adopting policies that create aquaculture, policy, and enforcement. and the capacity building that can result from
types of economic activity in specific areas,
incentives to stay. which in turn, increases the level of economic Potential benefits: Increases tourism, networking with other startup entrepreneurs.
activity and employment. international competitiveness, economic Potential benefits: Avoids neighborhood
Potential benefits: Increases retention of
growth, and food security while diversifying
those who would otherwise migrate after Potential costs: $50 million in total estimated blight, improves ease of doing business, and
the economic drivers of the Island and
completing their studies and increases costs provides opportunities for communities as
preventing future hurricane damage.
production of goods and services through well as for startups. Creates community
Potential funder(s): DOC EDA Potential costs: $200 million–$300 million in anchor points for business development.
enhanced labor quality.
Potential implementer(s): Puerto Rico total estimated costs
Potential costs: To be determined Potential costs: To be determined
Executive Branch, Legislative Assembly Potential funder(s): CDBG-DR, FEMA, DOC
Potential funder(s): To be determined Potential funder(s): PA, HMGP, CDBG-DR,
EDA, NOAA, DOI, EPA, USDA, NGOs
PRIDCO, SBA
Potential implementer(s): Legislative Potential implementer(s): FEMA, DOC EDA,
Assembly NOAA, DOI, EPA, USDA, HUD, DEDC, DNER, Potential implementer(s): PRIDCO
PRSTRT, municipal governments, NGOs
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ECN 14 ECN 18 ECN 23 ECN 25

Direct Small Business Compensate Farmers for Crop Implement Job Creation Establish National Dislocated
Investment Losses Initiative Workers Assistance
Provide small grants to small businesses, Compensate farmers directly for crop losses Create jobs within or near communities Provide funding through Disaster Dislocated
startups, and entrepreneurs affected by the due to the hurricanes. hardest hit by job loss and structural damage Worker Grants to create temporary
hurricanes to ensure they can continue to due to Hurricanes Irma and Maria. Target employment opportunities to help with
Potential benefits: Replaces lost income and
grow. Grants would cover working capital job creation efforts toward women and clean-up and recovery efforts. This funding is
increases consumption across all sectors of
assistance, inventory losses, equipment and young adults, focusing on social and physical provided to areas declared eligible for public
the economy.
fixture replacement costs, hurricane repairs, reconstruction projects. assistance by FEMA or other federal agencies.
and mitigation projects. Potential costs: $250 million in total estimated
Potential benefits: Helps rebuild Potential benefits: Creates temporary jobs
costs
Potential benefits: Allows businesses to communities, restore jobs, decrease the that will provide income to workers who lost
reestablish operation, rebuild, recover, and Potential funder(s): USDA rate of unemployment, strengthen the local their sources of income due to the hurricanes,
grow, as well as becoming more resilient
Potential implementer(s): USDA, Puerto Rico economy, and build resilience. promotes economic activity, and supplies
to disasters and able to plan for continued
Department of Agriculture workers who can assist in the cleanup and
growth with more confidence. Potential costs: $80 million in total estimated
rebuilding efforts.
costs
ECN 19 Potential costs: $50 million in total estimated
costs Potential funder(s): DOC EDA, CDBG-DR, DOL
Recover and Restore Fishing costs
Potential funder(s): CDBG-DR, DOC EDA Potential implementer(s): To be determined
Facilities and Equipment Potential funder(s): DOL
Potential implementer(s): SBA
Construct and restore fishermen’s wharves, Potential implementer(s): To be determined
docks, fishing centers, and equipment and
ECN 24
ECN 17 supplies that were damaged in the hurricanes. Revitalize the PR-127
Construct the Puerto Rico Petrochemical Corridor in ECN 27
Potential benefits: Restores, recovers, or
Guyanilla-Peñuelas Rehabilitate Esperanza
Science, Technology, & replaces equipment and working spaces that
Boardwalk and Waterfront
Research Trust’s Research and are essential to the fishing industry, to support Undertake cleanup and revitalization of
Development Center at Science the industry across the Island. contaminated former petrochemical zone. Revitalize the boardwalk that runs along
the waterfront in the town of Esperanza
City Potential costs: $60 million in total estimated Potential benefits: Allows development of
on the island of Vieques, a popular tourist
Construct the Forward Center—the research, costs new industries that focus on production of
destination. The waterfront experienced
development, and prototyping facility for the next-generation renewable energy resources
Potential funder(s): CDBG-DR, DOC EDA, SBA significant damage from hurricanes Irma and
proposed Puerto Rico Science, Technology, and products and that support microalgae-
Maria and is currently closed to visitors, along
and Research Trust—at Science City. This Potential implementer(s): DEDC, NOAA based pharmaceutical manufacturing, and
with most local businesses.
effort represents one of Puerto Rico’s responsible recycling industries.
Comprehensive Economic Development Potential benefits: Revitalizes the Boardwalk
Strategy approaches. to allow the tourist business to resume.
costs
Potential benefits: Provides science and Provides assistance to local businesses to
Potential funder(s): DOC EDA, CDBG-DR reopen, to become more resilient, and to be
technology companies, such as Boston
Scientifi , space to expand their research and Potential implementer(s): DEDC better protected from future disasters.
development efforts, while helping to move Potential costs: $10 million in total estimated
Puerto Rico to the forefront of innovation. costs
Establishes new co-working space for other
Potential funder(s): DOC EDA, SBA
high-tech ventures that have arisen from
Parallel18 Ventures. Potential implementer(s): DEDC, private
Potential costs: $6 million in total estimated companies
costs
Potential funder(s): DOC EDA, Opportunity
Zone Funds (once established), New Markets
Tax Credits
Potential implementer(s): DEDC


Implement Initiative to Help Revitalize Eco and Beach Create Business Resiliency Redevelop Former Roosevelt
Promote Entrepreneurship Adventure and Fleet Boat Hubs Roads Naval Station
Establish a Business and Entrepreneurial Assistance Create business resiliency hubs (BRH) in Redevelop the former Roosevelt Roads naval
Intelligence System to provide statistics, Identify key businesses on the island of areas not prone to flooding to provide space station to include housing, mixed-use retail
information, and data to simplify preparation Culebra that were damaged by the hurricanes for business operations after a disaster. establishments, industrial parks, and maritime
of business plans, strategies, and market as well as other services the island could Obtain satellite communications, if feasible, and air transportation. Redevelopment will
studies. The System will be established by the develop. Provide economic assistance to enhance resiliency of communications require a spectrum of investment partners
Government of Puerto Rico but managed by to existing businesses and resources to systems. These BRHs would be community to help with the required infrastructure
an organization outside the government. repair the beach and create new business facilities, possibly closed schools, built to code, developments.
opportunities. with suffi ient backup generating capacity
Potential benefits: Allows potential business Potential benefits: Results in economic
and fuel supply for the response phase of a
owners to view the investment and business Potential benefits: Creates jobs and increases growth, stabilization, and expansion in the
disaster.
climate and opportunities in Puerto Rico more economic activity by creating or stimulating a surrounding communities.
clearly, in the hope of encouraging them to viable, sustainable tourism industry. Results in Potential benefits: Helps businesses survive Potential costs: $500 million in total estimated
start operations. better services and experiences for visitors. and recover from disasters by assisting with costs
continuity of operations, enabling them to
Potential costs: $50 million in total estimated Potential costs: $2.5 million in total estimated
communicate with employees, customers, Potential funder(s): PA, HMGP, CDBG-DR,
costs costs
and vendors. PRIDCO
Potential funder(s): DOC EDA, CDBG-DR Potential funder(s): CDBG-DR
Potential costs: $4 million in total estimated Potential implementer(s): DEDC, private
Potential implementer(s): DEDC Potential implementer(s): DEDC, private costs developers
companies
Potential funder(s): DOC EDA
ECN 29 ECN 40
Potential implementer(s): To be determined
Design Puerto Rico Resiliency/ ECN 33 Center of Excellence for
Rebuild/Open for Business Assist Sport Fishing Industry Agricultural Technologies
Campaign Restore and enhance sport fishery facilities
ECN 35 Training
Design and launch marketing strategy to and resources that were affected by the Establish Business and Establish a fully operational agricultural
inform the world that Puerto Rico is ready to hurricanes. Industrial Development training center to catalyze applied technology
resume receiving tourists and inviting visitors Corporations (BIDCOs) driven agro-innovation to integrate veterans,
Potential benefits: Helps spur economic
to see that the natural resources have been growth in the areas surrounding the sport Establish BIDCOs, i.e., state-chartered youth, and marginalized populations into ag
preserved and that the tourism industry is fis ing facilities and encourages development private lending institutions designed to help business opportunities.
ready to serve them. of tourism and other industries. businesses that conventional lenders consider Potential benefits: Contributes to human
Potential benefits: Fills information gaps too high-risk and that lack the high growth capital development, hurricane mitigation
and promotes tourism to Puerto Rico, which potential to attract venture capitalists. BIDCOs and food security by helping to increase the
costs
will lead to enhanced exports and economic obtain their funding by selling the guaranteed number of farmers in Puerto Rico.
Potential funder(s): CDBG-DR portions of their government loans on the
development. May complement private
secondary market and subsequently re- Potential costs: $6 million in total estimated
initiatives. Potential implementer(s): DEDC, DNER
lending their earnings to other businesses. costs
Potential benefits: Provides financing to Potential funder(s): FEMA, NOAA, DOI, EPA,
costs
businesses in the communities served by USDA Rural Development, HUD
Potential funder(s): DOC EDA the BIDCO that could not otherwise obtain Potential implementer(s): To be determined
Potential implementer(s): PRTC, DEDC financing, thereby saving and/or creating jobs.
costs
sector, private equity

ECN 41 ECN 43 EDU 6 EDU 7

Agricultural Financial Support Ag Industry Support Expanding and Updating K-12 Augment Tele-Education/
for Access to Capital Change the PRDA’s current Agricultural Vocational Programs Online Education
Establish an Agricultural Enterprise program Laboratory’s model to a P3 with greater Implement a one-year pilot program and Provide “emergency instruction” in the event
in the Economic Development Bank (EDB) resources to enable it to communicate subsequent full-scale program to expand and of a school closure of more than 2 weeks. This
exclusively for agricultural innovation effectively and in a timely manner with update K-12 vocational programs to include action includes building an online repository
enterprises supported by federal programs farmers and better serve its intended function entrepreneurship training and accommodate of free open educational resources, available
that provide Revolving Loan Funds to expand as a support resource to enable optimal farm- growth in economic sectors such as in English and Spanish and appropriate for
farmer access to capital and encourage level decision making. manufacturing, finance, renewable energy, various subject areas, grade levels (K-12), and
innovation and ag modernization. Potential benefits: Contributes to human construction, hospitality, and health care. technology platforms.
Potential benefits: Helps increase the number capital development, hurricane mitigation Potential benefits: Helps build a skilled Potential benefits: Compensates for loss of
and productivity of farmers in Puerto Rico and food security by advising on better ag labor force for sectors key to Puerto Rico’s instructional time due to school closures of
while contributing to hurricane mitigation and practices. May also increase and optimize the recovery. Helps address the needs of those all types. Provides a supplemental remedial
food security by encouraging innovation. technical resources needed to improve the disproportionately affected by disasters. instructional resource. Increases access to
productivity of agriculture. Helps create and/or strengthen private-public instruction in advanced STEM areas. Builds on
Potential costs: $27 million in total estimated consortiums to support long-term recovery. PRDE’s initiative to integrate technology into
costs
costs Creates closer ties between K-12 schools and the classroom.
Potential funder(s): CDBG-DR, USDA Rural universities.
Potential funder(s): CDBG-DR, USDA Rural Potential costs: $22 million in total estimated
Development, DOC EDA
Development, DOC EDA Potential costs: $3 billion in total estimated costs
Potential implementer(s): EDB costs
Potential implementer(s): To be determined Potential funder(s): U.S. Department of
Potential funder(s): U.S. Department of Education, philanthropic foundations,
ECN 42 Education, NSF, DoD, NIH, DOL, P3, DEDC, corporate sponsorships
PRIDCO Agriculture Parks EDU 5 Puerto Rico Department of Labor and Human Potential implementer(s): PRDE, professional
Convert undeveloped PRIDCO Parks to host Implement a Student-Based Resources, nongovernment sources development partners
state of the art controlled environment Budget System Potential implementer(s): PRDE, schools,
agriculture infrastructure available, including Review current budget practices to assess private industry
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)


Implement Integrated Waste Increase Access to Telehealth Add Incentives and Other Develop a More Robust and
Management Program and Options as Telecommunication Supports to Increase and Resilient Data System of
Expand Programs to Increase Supports Become More Robust Retain Supply of Health Care Health Costs and Links to
Recycling Rates Expand the use of telehealth across Puerto Providers and Public Health Health Outcomes
Establish an integrated materials recovery and Rico and train the health care workforce Practitioners Create supports for measuring health care
waste management program and increase in its use, including mental health. This Use incentives and loan repayment programs costs systematically, including (1) merging
the proportion of waste that is diverted from action includes using social media to screen to ensure that Puerto Rico has a robust and claims data, hospital and other health
landfills. This action includes a comprehensive and enroll more geographically isolated stable health care provider and public health center discharge data, and disease and
waste characterization and cost analysis, populations in services, and using phone practitioner workforce, including primary health outcome information; (2) solidifying
enforceable recycling and composting and online applications to target those with care providers, specialists, and mental health the robustness of data systems for health
mandates, and public education. trauma-related mental illness. practitioners, for both disaster-related health outcomes information, inclusive or related
Potential benefits: Provides greater access issues and also for the long-term. social and human service data; and (3)
Potential benefits: Creates a waste
to specialty care for rural, hard-to-reach ensuring greater data digitization to facilitate
management program that would decrease Potential benefits: Helps retain high-quality
populations, and quicker networking and analysis.
negative health impacts across Puerto Rico. talent in health care, and creates communities
best-practice sharing among health care of practitioners that can better serve their Potential benefits: Ensures that systematic
professionals in an emergency. populations due to work satisfaction. data are collected, through robust and
costs
Potential costs: $21 million in total estimated resilient data systems, and that there is a
Potential funder(s): EPA, DHHS, Potential costs: $39 million in total estimated
costs mechanism to integrate and report on findings
nongovernment sources costs
for overall health quality improvement.
Potential funder(s): FCC, NIH, Medicaid 1115 Potential funder(s): DHHS HRSA, Government
Potential implementer(s): EPA, Quadratec Potential costs: $3.3 million in total estimated
waivers of Puerto Rico, nongovernment sources
Cares Energize the Environment Grant costs
Program, DHHS Potential implementer(s): Health care Potential implementer(s): Puerto Rican
providers, mental health care providers Potential funder(s): DHHS, Government of
universities, associated hospitals and health
Puerto Rico
care facilities
HSS 6
Potential implementer(s): Institute for
Reduce Opportunities for HSS 10
Statistics, health care payors, health care
Vector-Borne Diseases Expand Care for Trauma and providers, PRDOH
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 benefits: Improves quality of care
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,
Potential implementer(s): Mental health
providers

HSS 21 MUN 17 NCR 7 NCR 8

Improve Public Awareness of Provide Municipalities with Develop Partner Networks for Increase Landfill Capacity to
Proper Storage of Insulin Post- Technical Assistance and Recovering Plant and Animal Dispose of Hurricane-Related
Disaster Support for Best Practices Species Waste and to Properly Manage
Increase public knowledge of guidelines for in Public Management and Grow a comprehensive network of partners Future Waste
the storage of insulin by (1) training disaster Operations to work together to help fund actions for Increase landfill capacity, including building
shelter managers and health care providers to Provide municipal governments with plant and animal species preservation, transfer stations, to meet the waste
provide relevant information, (2) conducting technical assistance and other forms of develop human capital and capacity in management needs of Puerto Rico. Meet the
mass media and social media campaigns, and support to implement best practices in public species management, educate the public, and permitting and inspection needs to permit
(3) sending text messages to patients. cultivate experiential/tourism opportunities. new landfills and inspect existing landfills.
management including human resources and
Such partners would include federal and
Potential benefits: Decreases medication fiscal issues. Improve municipal workforces Potential benefits: Meets Puerto Rico’s landfill
state-level agencies, local government, NGOs,
gaps, and thus negative health impacts, for by standardizing salary rates, position capacity needs and improves environmental
universities, and private sector partners.
insulin-dependent individuals. Decreases descriptions, and qualifi ation requirements quality and public health, with spillover
and by providing professional development Potential benefits: Improves management benefits for municipal operations, the local
medication waste and strain on insulin supply.
and training. of plant and animal species, helps prevent economy, and tourism.
Potential costs: $2.6 million in total estimated species from becoming extinct, and expands
costs Potential benefits: Improves public Potential costs: $176 million in total estimated
and enhances educational, tourism, and other
management at the municipal level by costs
Potential funder(s): DHHS, private sector, economically beneficial opportunities.
promoting best practices in core operations. Potential funder(s): HMGP, CDBG-DR, EPA,
nongovernment sources Potential costs: $100,000 in total estimated
Improves ability of municipal governments to USDA
Potential implementer(s): Healthcare costs
provide an array of services maintaining fiscal
providers, PRDOH, private sector well-being. Leads to a more highly skilled, Potential funder(s): DOI, USFS, NRCS,
municipalities
professional workforce. USDA, DNER, Government of Puerto Rico,
municipalities, private sector, nongovernment
HSS 26 Potential costs: $3.5 million in total estimated
sources NCR 9
Review and Improve costs
Potential implementer(s): DNER, federal Landfill Repair and Closure
Systems for Stockpiling and Potential funder(s): CDBG-DR, DOL
agencies, University of Puerto Rico, NGOs Repair landfills and open dumps that sustained
Distributing Supplies and Potential implementer(s): Government of damage from the hurricanes and close unlined
Pharmaceuticals Post-Disaster Puerto Rico, municipal governments open dumps throughout Puerto Rico.
Designate approximately 10 key health care
Potential benefits: Reduces or eliminates
facilities as Healthcare Disaster Resource
the impact of landfills on natural resources
Centers that would be equipped with extra
(including soil, air, and water quality) and helps
supplies needed during a disaster.
bring lined landfills back into compliance.
Potential benefits: Avoids increased morbidity Benefits public health and the environment.
and mortality among electricity-dependent
individuals. Makes emergency response
costs
supplies more readily available. Improves
interagency coordination during and after a Potential funder(s): HMGP, CDBG-DR, EPA,
disaster. USDA
Potential costs: $23 million in total estimated Potential implementer(s): DNER (EQB),
costs municipalities, Solid Waste Authority
Potential funder(s): DHHS, PREMA, PRDOH

Potential implementer(s): PRDOH, PREMA


Clean Up and Eliminate Illegal Reduce Sediment Pollution and Coral Reef and Seagrass Reduce Coastal Erosion and
Dumps Risk from Landslides Protection and Restoration Provide Disaster Protection
Identify, sort, and recycle or dispose of waste Stabilize soils and slopes in critical areas Restore damaged coral reef and seagrass Through Beaches and Dunes
at approximately 1,600–2,000 illegal dumps across Puerto Rico that were impacted sites to protect coastal communities, human Restore, monitor, and maintain beaches and
throughout Puerto Rico and identify steps to by landslides areas through vegetative, health and safety, biodiversity and ecological sand dunes to make them stable and resilient
prevent future recurrence of illegal dumps. bioengineering, and structural approaches. function, and economic activity. to both seasonal- and disaster-related coastal
Potential benefits: Removes environmental Potential benefits: Protects public safety and Potential benefits: Provides a cost-effective flooding, as well as long-term sea level rise.
and public health threats associated with road access, reduces sedimentation-related way to increase protection from disasters, Potential benefits: Increases coastal resilience
illegal open dumps and helps ensure the water quality problems, restores native creates jobs, increases biodiversity of coastal and protects coastal infrastructure, human
overall success of a sustainable solid waste habitat for species, provides soil materials for areas, and enhances fishing, tourism, and health and safety, wildlife habitats, and
management plan. other applications, and protects infrastructure recreation economies. commerce from erosion and flood hazards.
and communities from future damage.
Potential costs: $104 million in total estimated Potential costs: $22.9 million in total Potential costs: $80 million–$82 million in
costs Potential costs: $1.05 billion in total estimated estimated costs total estimated costs
costs
Potential funder(s): HMGP, CDBG-DR, EPA, Potential funder(s): HMGP, CDBG-DR, NOAA, Potential funder(s): HMGP, CDBG-DR, DOI,
USDA Potential funder(s): HMGP, CDBG-DR, NRCS EPA, USCG, USACE, DOI, nongovernment USACE, NOAA
EQIP, USDA, USACE, DOT sources
Potential implementer(s): DNER (EQB), EPA Potential implementer(s): DNER,
Potential implementer(s): DNER, federal Potential implementer(s): DNER, NOAA municipalities, USACE
agencies
NCR 11
Establish a Long-Term, NCR 16 NCR 18
Sustainable, Integrated Solid NCR 14 Wetlands Restoration Establish the San Juan Barrier
Waste Management Program Water Quality Improvements Restore the capacity, resiliency, and ecological Reef System as a Marine
Implement an updated Solid Waste at the Watershed Scale function of coastal wetlands through site- Protected Area
Management Plan to address disaster debris to Protect Human Health, specifi actions. Declare the San Juan Barrier Reef a
management and changes to waste streams Infrastructure, Freshwater, Potential benefits: Provides storm surge Commonwealth of Puerto Rico Marine
after disasters, including diverting organic and and Marine Environments protection, erosion control, sediment trapping, Protected Area, restrict fishing, and invest in
recyclable waste from landfi ls. Implement watershed restoration and wildlife habitat, water filtration, and flood the reef’s restoration and long-term health.
Potential benefits: Extends the life of management strategies in four priority water absorption. Facilitates habitat recovery Potential benefits: Provides long-term
landfills, helps ensure a sustainable, watersheds (Arecibo, San Juan Metropolitan and healthy ecosystems. protection of infrastructure, tourism sites,
economically viable, and compliant solid Area, Cabo Rojo/Guánica, and Northeast and housing in San Juan; reduces flood
waste management plan, reduces waste Corridor) and sensitive coastal areas. risk to community; provides eco-tourism
going to unlined landfills, provides economic Potential benefits: Reduces the potential for opportunities; and protects beaches.
opportunities, and improves soil for excessive sedimentation from future storm
USDA, NOAA, EPA, nongovernment sources Potential costs: $800,000 in total estimated
agriculture. runoff, reduces pollution in waterways, costs
improves soil retention, reduces landslide risk, Potential implementer(s): DNER, USACE
Potential funder(s): NOAA, DOI, Government
costs maintains reservoir storage capacity, provides
of Puerto Rico, P3, nongovernment sources
ecological corridors, improves water quality,
and restores coastal areas. Potential implementer(s): DNER, NOAA
USDA
costs
Fund
agencies


Strategic Watershed, Resource Management Identify Funding for Natural Create an Accessible Data
Landscape, and Conservation Capacity Building and Cultural Resources Repository of Natural and
Corridor Approaches Apply an updated framework for resource Research Cultural Resources
Implement strategic approaches at the management and future disaster response Establish a public-private fund for innovative Create a complete and accessible geo-
watershed and landscape-scale to restore that includes training support, data sharing, scientifi research that supports recovery referenced data repository of Puerto Rico’s
and protect Puerto Rico’s natural resources, and educational outreach to enhance goals and enhances understanding of the natural and cultural resources using reliable
support human health, infrastructure, and resilience in future disasters. effects of the hurricanes. data standards and systems (such as cloud-
economic outcomes, as well as create land Potential benefits: Provides stronger based computing) to facilitate response and
Potential benefits: Encourages innovative
and river conservation corridors. decision-making support to natural and recovery and inform investment decisions.
and multidisciplinary research, expands
Potential benefits: Protects natural areas and cultural resource stakeholders, promotes opportunities for Puerto Rico’s research Potential benefits: Provides data to inform
improves agricultural production, tourism, exchange of ideas, and encourages community, and provides timely information damage assessments and strengthens
access to fresh drinking water, recreational community involvement in resource to inform decisions about recovery projects, support for decisions about natural and
opportunities, watershed and ecosystem management. future plans, and actions. cultural resource recovery options. Benefits
health, and ecological functions. Potential costs: $16 million in total estimated infrastructure, community capacity building,
Potential costs: $8.6 million–$16 million in
costs economics, and education.
Potential costs: $48 million in total estimated total estimated costs
costs Potential funder(s): To be determined Potential costs: $12 million in total estimated
costs
Potential funder(s): NOAA, DOI, NRCS, USFS, Potential implementer(s): PRTC, NGOs, nongovernment sources
EPA, Government of Puerto Rico, DNER, communities Potential funder(s): DOI, USGS, NOAA, NPS,
Potential implementer(s): PRTC
nongovernment sources Government of Puerto Rico, DNER
Potential implementer(s): DNER, federal Potential implementer(s): PRTC
NCR 27 NCR 29
agencies, land trusts, NGOs
Expand Disaster Recovery Enhance Public Participation
Sister Cities Connections and Education Through NCR 33
NCR 22 Establish plans for twinning Puerto Rican cities Museum Exhibits Blue Shore Workforce
Promote Alternative Tourism with other disaster-affected cities around Design and install in-depth, participatory Development
for Economic Development the world to promote professional exchange exhibits at museums, such as the Parque Create a locally sourced, skilled labor force to
Catalyze experience-based tourism in key hub about disaster recovery and preparedness, de las Ciencias, that describe how different support recovery efforts in the short and long
areas and enhance efforts to preserve unique as well as general cultural and economic aspects of the natural and cultural resource terms.
natural, cultural, and historical assets. exchange. recovery plans work and their benefits and Potential benefits: Creates jobs, facilitates skill
Potential benefits: Supports economic Potential benefits: Promotes sharing of drawbacks. development, provides labor for recovery and
growth; improves services and access; lessons learned elsewhere, helps ensure Potential benefits: Helps facilitate common restoration, and promotes more effective and
protects historical, cultural, and natural continued success of Puerto Rico’s recovery understanding of the purpose of recovery effi ient investment.
assets; incubates local entrepreneurship; effort, and provides economic benefits as well efforts and promotes commitment to Potential costs: $36 million in total estimated
and improves quality of life in underserved as professional development, educational, and recovery and disaster preparedness. costs
communities. tourism opportunities.
Potential costs: $9.6 million–$20 million in Potential funder(s): EPA, USDA, DOC EDA, DOL
Potential costs: $0–$350 million in total Potential costs: $13 million in total estimated total estimated costs
estimated costs costs Potential implementer(s): Puerto Rico
Potential funder(s): Private sector, Department of Labor and Human Resources,
Potential funder(s): DOC EDA, SBA, USDA, NPS, Potential funder(s): To be determined nongovernment sources DOC EDA
NOAA Potential implementer(s): Government of Potential implementer(s): DNER, universities,
Potential implementer(s): PRTC, DOC EDA, Puerto Rico, NGOs, communities host museums
DNER

PBD 4
Realign Public Building
PBD 8
Mitigate Flood Risk for Critical Visitor economy
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 ECN 3 ECN 7
government centers) are all owned by the the building in which the critical function is Change Social Welfare and Create Research Centers and
same agency. housed to prevent service disruptions and Benefits Policy Partnerships
reduce damages due to flooding. Modify the distribution of social welfare Create research centers and partnerships
from buildings of the same type owned by Potential benefits: Ensures continuity of benefits and income by altering policies across a variety of disciplines, for example,
different agencies, improving government critical public services due to flooding and pertaining to eligibility for social welfare agricultural partnerships with universities;
efficiency, accessibility, and communication. reduces costs of maintaining buildings in flood benefits, such as Medicaid and the Nutrition specialized research centers in technology,
zones. Assistance Program. Examples include biotechnology, and marine economics; and
establishing work requirements, using a center devoted to developing and using
costs Potential costs: $2 billion in total estimated
income tax credits to eliminate thresholds for blockchain technology.
Potential funder(s): PRPB costs
eligibility, and lowering individual income tax Potential benefits: Leverages the
Potential funder(s): PA, HMGP, U.S. rates to stimulate consumption.
Potential implementer(s): Office of the intellectual capital of Puerto Rico to
Governor, Legislative Assembly Potential benefits: Removes disincentives to stimulate technological development that
Potential implementer(s): PRPB 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 implementer(s): Universities, private
Potential funder(s): To be determined industry
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 implementer(s): Legislative
Assembly


Invest in Agricultural Recovery Medical Tourism Initiative Develop PRIDCO’s Abandoned Revitalize the Santurce
Assistance Establish and fund a not-for-profit Medical Buildings for Business Neighborhood of San
Provide a direct investment in recovery Tourism Corporation (MTC) to be run by Incubators Juan Through Business
assistance to farming efforts. This action the Destination Management Organization. Find tenants to occupy abandoned PRIDCO- Development Activities
targets poultry; dairy milking; livestock Continue to fund the MTC until it becomes owned buildings, ideally entrepreneurs Establish Santurce as a center of business
breeding; specialty animals; and horticulture, self-sustaining. Consider including an initiative seeking to develop business incubators who innovation that can serve as a replicable
including vegetables and tubers, grain to retain local health care workers. will benefit from reduced operating costs model for urban revitalization. This effort will
production, orchards (fruit and nut trees), and the capacity building that can result from
Potential benefits: Stimulates economic be spearheaded by the Nuestro Barrio Creative
melons, and coffee facilities. networking with other startup entrepreneurs.
activity from tourist spending, and Industries Acceleration and Commercialization
Potential benefits: Allows farmers and other may reverse the departure of medical Program at the Universidad del Sagrado
Potential benefits: Avoids neighborhood
agricultural workers to reestablish operations. professionals from Puerto Rico. Corazon.
blight, improves ease of doing business, and
Stimulates development of innovative and
Potential costs: $8 million in total estimated provides opportunities for communities as Potential benefits: Increases retention and
efficient farming practices and use of next-
costs well as for startups. Creates community encourages expansion of business activity
generation agricultural technology, improving
anchor points for business development. in a neighborhood that is transforming
profitability of agriculture and increasing Potential funder(s): CDBG-DR, private sector,
exports. Potential costs: To be determined economically. Retains, diversifies, and
commercializes creative industries. Develops
Potential costs: $1.8 billion in total estimated Potential implementer(s): PRTC, DEDC Potential funder(s): PA, HMGP, CDBG-DR,
affordable housing, bridging the university and
costs PRIDCO, SBA
the neighborhood.
Potential funder(s): USDA, CDBG-DR Potential implementer(s): PRIDCO
ECN 12 Potential costs: $3 million in total estimated
Potential implementer(s): Puerto Rico Provide Innovation and costs
Department of Agriculture Entrepreneurial Training ECN 14 Potential funder(s): DOC EDA
Reinvigorate innovation and research in Direct Small Business Potential implementer(s): Private developer,
ECN 10 Puerto Rico by implementing a model and Investment GPR agencies
BLUEtide Initiative initiatives developed by Georgia Tech. The Provide small grants to small businesses,
Develop a whole-island approach to coastal model consists of three strategies: bring startups, and entrepreneurs affected by the
resources management for disaster mitigation talented workers into startup and research hurricanes to ensure they can continue to
and resilience, workforce development, and teams, screen the teams to identify those with grow. Grants would cover working capital
advanced manufacturing. Start a marine strong potential, and scale up high-potential assistance, inventory losses, equipment and
business innovation and research center startup teams. fixture replacement costs, hurricane repairs,
and an incubator network to develop Potential benefits: Generates young, trained and mitigation projects.
ocean-related technologies. Leverage entrepreneurs who can start businesses that Potential benefits: Allows businesses to
waterborne infrastructure to support sports
will produce goods and services for export; reestablish operation, rebuild, recover, and
anglers, tourism, bio-compound extraction,
promotes public-private partnerships; and grow, as well as becoming more resilient
aquaculture, policy, and enforcement.
creates job opportunities. to disasters and able to plan for continued
Potential benefits: Increases tourism, growth with more confidence.
international competitiveness, economic
costs Potential costs: $2.7 billion in total estimated
growth, and food security while diversifying
the economic drivers of the Island and Potential funder(s): DOC EDA, NSF costs
preventing future hurricane damage. Potential implementer(s): Georgia Tech or Potential funder(s): CDBG-DR, DOC EDA
Potential costs: $200 million–$300 million in similar university, Puerto Rican universities, Potential implementer(s): SBA
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
Potential implementer(s): FEMA, DOC EDA,

NOAA, DOI, EPA, USDA, HUD, DEDC, DNER,
PRSTRT, municipal governments, NGOs


Construct the Puerto Rico Rehabilitate Plaza Dársenas Rehabilitate Paseo de la Rehabilitate Esperanza
Science, Technology, & Fix concrete walkways, relocate benches, Princesa and Princesa Building Boardwalk and Waterfront
Research Trust’s Research and install new lighting, and plant new trees in Revitalize the Paseo de la Princesa walkway Revitalize the boardwalk that runs along
Development Center at Science Plaza Dársenas, a San Juan landmark and and the Princesa Building, a historical site the waterfront in the town of Esperanza
City tourist destination, where local artisans show and popular tourist attraction in San Juan on the island of Vieques, a popular tourist
Construct the Forward Center—the research, their work. Damage was sustained during that experienced extensive damage from destination. The waterfront experienced
development, and prototyping facility for the Hurricane Maria. Hurricane’s Irma and Maria. The revitalization significant damage from hurricanes Irma and
proposed Puerto Rico Science, Technology, Potential benefits: Improves Puerto Rico’s project is based on the Build Back Better Plan. Maria and is currently closed to visitors, along
and Research Trust—at Science City. This image as a tourist destination, particularly for with most local businesses.
Potential benefits: Restores an area that
effort represents one of Puerto Rico’s cruise ships, which in turn helps strengthen draws many tourists from cruise ships, and Potential benefits: Revitalizes the Boardwalk
Comprehensive Economic Development the economy. helps revitalize the tourist industry, which to allow the tourist business to resume.
Strategy approaches. in turn helps local businesses, including Provides assistance to local businesses to
Potential benefits: Provides science and costs restaurants, cafes, gift shops, the local reopen, to become more resilient, and to be
technology companies, such as Boston artisans who display their work on the Paseo, better protected from future disasters.
Scientifi , space to expand their research and and tour operators. Potential costs: $10 million in total estimated
development efforts, while helping to move Potential implementer(s): DEDC, PRTC
Puerto Rico to the forefront of innovation. costs Potential funder(s): DOC EDA, SBA
Establishes new co-working space for other ECN 21 Potential funder(s): DOC EDA, Opportunity
high-tech ventures that have arisen from Potential implementer(s): DEDC, private
Study Hurricane Impacts on Zone Funds (once established), New Markets companies
Parallel18 Ventures.
the Local Economy Tax Credits
Potential costs: $6 million in total estimated Conduct an analysis of the main effects of Potential implementer(s): PRIDCO, DEDC, PRTC
costs Hurricane Maria on the local economy of ECN 29
Potential funder(s): DOC EDA, Opportunity Puerto Rico, as suggested in the Build Back Design Puerto Rico Resiliency/
Zone Funds (once established), New Markets Better plan. Prepare and evaluate economic ECN 23 Rebuild/Open for Business
Tax Credits estimates of the damages to the overall Implement Job Creation Campaign
economy as well as by sector. Track recent Initiative Design and launch marketing strategy to
demographic changes in the local economy, Create jobs within or near communities inform the world that Puerto Rico is ready to
including movement of persons. hardest hit by job loss and structural damage resume receiving tourists and inviting visitors
ECN 19 due to Hurricanes Irma and Maria. Target to see that the natural resources have been
Potential benefits: Enables local businesses to
Recover and Restore Fishing plan better for the future and make strategic, job creation efforts toward women and preserved and that the tourism industry is
Facilities and Equipment effi ient investments to stimulate growth. young adults, focusing on social and physical ready to serve them.
Construct and restore fishermen’s wharves, Helps provide a basis for the government reconstruction projects.
Potential benefits: Fills information gaps
docks, fishing centers, and equipment and to use in estimating revenues and in fiscal Potential benefits: Helps rebuild and promotes tourism to Puerto Rico, which
supplies that were damaged in the hurricanes. planning, including infrastructure planning. communities, restore jobs, decrease the will lead to enhanced exports and economic
Potential benefits: Restores, recovers, or Potential costs: $300,000 in total estimated rate of unemployment, strengthen the local development. May complement private
replaces equipment and working spaces that costs economy, and build resilience. initiatives.
are essential to the fishing industry, to support Potential costs: $80 million in total estimated Potential costs: $67 million in total estimated
Potential funder(s): CDBG-DR, DOC EDA
the industry across the Island. costs costs
Potential implementer(s): Private sector fir
Potential costs: $60 million in total estimated Potential funder(s): DOC EDA, CDBG-DR, DOL Potential funder(s): DOC EDA
or university
costs
Potential implementer(s): To be determined Potential implementer(s): PRTC, DEDC
Potential funder(s): CDBG-DR, DOC EDA, SBA
Potential implementer(s): DEDC, NOAA


Help Revitalize Eco and Beach Create Business Resiliency Center of Excellence for PRIDCO Agriculture Parks
Adventure and Fleet Boat Hubs Agricultural Technologies Convert undeveloped PRIDCO Parks to host
Assistance Create business resiliency hubs (BRH) in Training state of the art controlled environment
Identify key businesses on the island of areas not prone to flooding to provide space Establish a fully operational agricultural agriculture infrastructure available, including
Culebra that were damaged by the hurricanes for business operations after a disaster. training center to catalyze applied technology hydroponics and aquaculture, for private lease
as well as other services the island could Obtain satellite communications, if feasible, driven agro-innovation to integrate veterans, using same current landlord model.
develop. Provide economic assistance to enhance resiliency of communications youth, and marginalized populations into ag Potential benefits: Helps attract young
to existing businesses and resources to systems. These BRHs would be community business opportunities. entrepreneurs to ag industry to help achieve
repair the beach and create new business facilities, possibly closed schools, built to code, critical mass, especially when combined
Potential benefits: Contributes to human
opportunities. with suffi ient backup generating capacity with the technical expertise of the Center of
capital development, hurricane mitigation
and fuel supply for the response phase of a Excellence and Operational Capital provided
Potential benefits: Creates jobs and increases and food security by helping to increase the
disaster. by the Economic Development Bank (EDB).
economic activity by creating or stimulating a number of farmers in Puerto Rico.
viable, sustainable tourism industry. Results in Potential benefits: Helps businesses survive Controlled environment ag can reduce climate
better services and experiences for visitors. and recover from disasters by assisting with vulnerability, overcome land constraints, and
costs
continuity of operations, enabling them to increase food security and exports.
communicate with employees, customers, Potential funder(s): FEMA, NOAA, DOI, EPA,
and vendors. USDA Rural Development, HUD
costs
Potential funder(s): CDBG-DR
Potential costs: $4 million in total estimated Potential implementer(s): To be determined
Potential funder(s): CDBG-DR, USDA Rural
Potential implementer(s): DEDC, private costs Development, DOC EDA
companies
Potential funder(s): DOC EDA ECN 41 Potential implementer(s): To be determined
Potential implementer(s): To be determined Agricultural Financial Support
ECN 33 for Access to Capital
Assist Sport Fishing Industry Establish an Agricultural Enterprise program
Restore and enhance sport fishery facilities
ECN 38
in the Economic Development Bank (EDB)
and resources that were affected by the Redevelop Former Roosevelt exclusively for agricultural innovation
hurricanes. Roads Naval Station enterprises supported by federal programs
Potential benefits: Helps spur economic Redevelop the former Roosevelt Roads naval that provide Revolving Loan Funds to expand
growth in the areas surrounding the sport station to include housing, mixed-use retail farmer access to capital and encourage
fis ing facilities and encourages development establishments, industrial parks, and maritime innovation and ag modernization.
of tourism and other industries. and air transportation. Redevelopment will
Potential benefits: Helps increase the number
require a spectrum of investment partners
Potential costs: $4 million in total estimated and productivity of farmers in Puerto Rico
to help with the required infrastructure
costs while contributing to hurricane mitigation and
developments.
food security by encouraging innovation.
Potential funder(s): CDBG-DR Potential benefits: Results in economic
Potential implementer(s): DEDC, DNER growth, stabilization, and expansion in the
costs
surrounding communities.
costs
Potential implementer(s): EDB
PRIDCO
Potential implementer(s): DEDC, private
developers


Disaster Preparedness Data Capacity Building for Capacity Building for Strengthening Emergency
Analysis and Decision Support Community-Level Emergency Shelter Planning Management Capacity at
Capability Preparedness and Response Hire planners in each municipality and at the Municipalities
Enhance disaster-related data analysis and Develop and implement preparedness and state-level to build a more robust emergency Establish Municipal Emergency Management
decision support capability within PREMA response plans for 50–100 priority vulnerable shelter system. This action will develop Offices in municipalities where they do not yet
to support both disaster preparedness communities that face particularly high risk parameters, standards, and general design exist. Work with existing MEMOs to identify
and hazard mitigation activities. This during disasters. This action includes (1) guidelines for shelters that can better support personnel and training needs. With PREMA/
action includes collecting and analyzing recruiting, training, and equipping Community residents over the longer-term. This action FEMA, create a training curriculum that more
data on hazards, environmental risks, Emergency Response Teams (CERT) so also will establish a protocol with the National directly addresses municipal needs. Work with
housing, infrastructure, economic barriers, that these communities can better sustain Guard for effective management of response the Office of Human Resources to update job
preparedness, etc. by geography (municipality themselves during the response period, commodities for shelters. descriptions, specifi classifi ations, tasks and
or smaller) and disseminating this information when emergency responders and access Potential benefits: Improves access to safe responsibilities of all municipal staff during an
to planners in PREMA, other state-level to the communities will be limited; and (2) and appropriately resourced shelters within emergency and response event. Train MEMOs
agencies, and municipalities. establishing and maintaining a cache of a reasonable distance that can accommodate to collect better information about people
emergency supplies—e.g., water filters and community needs, such as disabilities and requiring evacuation (e.g., disabled, elderly).
generators—for these communities. medical conditions.
of Puerto Rico to make informed choices Potential benefits: Strengthens municipalities’
about how to effi iently and effectively Potential benefits: Puts into place Potential costs: $57 million in total estimated emergency management and response
spend available funds to improve disaster fundamental preparedness and response costs capacity.
preparedness. capabilities at the state and municipal levels.
Potential funder(s): HMGP, CDBG-DR, Potential costs: $165 million in total estimated
Potential costs: $21 million in total estimated Potential costs: $37 million in total estimated Government of Puerto Rico, municipalities costs
costs costs
Potential implementer(s): FEMA, PREMA, Potential funder(s): HMGP, CDBG-DR, PREMA,
Potential funder(s): HMGP, CDBG-DR, PREMA Potential funder(s): CDBG-DR, PREMA public buildings sector Government of Puerto Rico, municipalities
Potential implementer(s): Government of Potential implementer(s): FEMA, PREMA, Potential implementer(s): FEMA, PREMA,
Puerto Rico, municipal governments municipal governments Municipal Emergency Management Offi es

EDU 6 EDU 7 EDU 9 HSS 3

Expanding and Updating K-12 Augment Tele-Education/ Develop and Implement Implement Integrated Waste
Vocational Programs Online Education Teacher Pipeline Program Management Program and
Implement a one-year pilot program and Provide “emergency instruction” in the event Improve teacher preparation programs Expand Programs to Increase
subsequent full-scale program to expand and of a school closure of more than 2 weeks. This and instructional practice by (1) creating Recycling Rates
update K-12 vocational programs to include action includes building an online repository a residency model for teacher training, Establish an integrated materials recovery and
entrepreneurship training and accommodate of free open educational resources, available (2) reviewing teacher certifi ation waste management program and increase
growth in economic sectors such as in English and Spanish and appropriate for requirements, (3) aligning personnel the proportion of waste that is diverted from
manufacturing, finance, renewable energy, various subject areas, grade levels (K-12), and decisionmaking processes with assessment landfills. This action includes a comprehensive
construction, hospitality, and health care. technology platforms. of teacher quality, (4) strengthening teacher waste characterization and cost analysis,
supports and career pathways, and (5) enforceable recycling and composting
Potential benefits: Helps build a skilled Potential benefits: Compensates for loss of
rewarding high-quality teachers working in mandates, and public education.
labor force for sectors key to Puerto Rico’s instructional time due to school closures of
demanding environments.
recovery. Helps address the needs of those all types. Provides a supplemental remedial Potential benefits: Creates a waste
disproportionately affected by disasters. instructional resource. Increases access to Potential benefits: Develops a pipeline of management program that would decrease
Helps create and/or strengthen private-public instruction in advanced STEM areas. Builds on teachers who can engage in high-quality negative health impacts across Puerto Rico.
consortiums to support long-term recovery. PRDE’s initiative to integrate technology into instruction and support others in improving
Creates closer ties between K-12 schools and the classroom. their practice. Reduces teacher turnover and
costs
universities. promotes a closer relationship between K-12
schools and UPR. Potential funder(s): EPA, DHHS,
Potential costs: $3 billion in total estimated costs
costs Potential implementer(s): EPA, Quadratec
Cares Energize the Environment Grant
Education, NSF, DoD, NIH, DOL, P3, DEDC, corporate sponsorships Potential funder(s): U.S. Department of
Program, DHHS
Puerto Rico Department of Labor and Human Education
Potential implementer(s): PRDE, professional
Resources, nongovernment sources development partners Potential implementer(s): PRDE, UPR,
Potential implementer(s): PRDE, schools, professional development partners, schools HSS 4
private industry 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.
Clearinghouse
Potential implementer(s): PRDOH, PRASA, CDC


Reduce Opportunities for Add Incentives and Other Develop a More Robust and Move to a More Regionally-
Vector-Borne Diseases Supports to Increase and Resilient Data System of Integrated Approach to
Support ongoing monitoring and engagement Retain Supply of Health Care Health Costs and Links to Emergency Planning,
for mosquito control and provide support to Providers and Public Health Health Outcomes Exercising, Response, and
establish additional innovative practices for Practitioners Create supports for measuring health care Recovery
mosquito control, including but not limited to Use incentives and loan repayment programs costs systematically, including (1) merging Create a disaster preparedness, response, and
using drones to detect breeding grounds and to ensure that Puerto Rico has a robust and claims data, hospital and other health recovery network that will prepare hospitals
apply larvicide at abandoned properties. stable health care provider and public health center discharge data, and disease and and health care facilities to assist each other
Potential benefits: Improves mosquito control practitioner workforce, including primary health outcome information; (2) solidifying to surge during disasters. Hire 2 people in
in areas that have been difficult to reach. care providers, specialists, and mental health the robustness of data systems for health each of the 7 health regions to facilitate the
practitioners, for both disaster-related health outcomes information, inclusive or related regional planning and preparedness approach.
Potential costs: $2.1 million–$3.8 million in issues and also for the long-term. social and human service data; and (3) Review and improve plans for ensuring power,
Potential benefits: Helps retain high-quality ensuring greater data digitization to facilitate water, oxygen and other critical supplies post-
Potential funder(s): CDC talent in health care, and creates communities analysis. incident.
Potential implementer(s): PRVCU, PRDOH, of practitioners that can better serve their Potential benefits: Ensures that systematic Potential benefits: Protects patients and
municipalities populations due to work satisfaction. data are collected, through robust and communities from poor outcomes. Reduces
Potential costs: $39 million in total estimated resilient data systems, and that there is a morbidity and mortality. Ensures more
costs mechanism to integrate and report on findings efficient use of resources. Reduces costs.
HSS 9
Potential funder(s): DHHS HRSA, Government for overall health quality improvement.
Increase Access to Telehealth Potential costs: $9.6 million in total estimated
of Puerto Rico, nongovernment sources Potential costs: $3.3 million in total estimated
Options as Telecommunication costs
Supports Become More Robust Potential implementer(s): Puerto Rican costs
Potential funder(s): CDBG-DR, DHHS, CMS,
universities, associated hospitals and health Potential funder(s): DHHS, Government of ASES, PRDOH
Expand the use of telehealth across Puerto
care facilities Puerto Rico
Rico and train the health care workforce Potential implementer(s): PRDOH, hospital
in its use, including mental health. This Potential implementer(s): Institute for system, other health care organizations
action includes using social media to screen HSS 13 Statistics, health care payors, health care
and enroll more geographically isolated Expand Practice Laws for providers, PRDOH
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
(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


Review and Improve Repopulate Urban Centers Historic and Cultural Arts Recovery
Systems for Stockpiling and Incentivize the redevelopment and Properties Preservation Implement an integrated strategy to help
Distributing Supplies and repopulation of urban centers to improve Develop and implement an Island-wide artists and arts organizations recover while
Pharmaceuticals Post-Disaster social and health outcomes and improve Cultural Resources Management Plan and supporting Puerto Rico’s economic and
Designate approximately 10 key health care access to services. Provide incentives for stabilization program to restore and protect emotional recovery. Options include recovery
facilities as Healthcare Disaster Resource individuals and families living in outlying resources, establish incentive programs grants, workspaces, global arts exchange
Centers that would be equipped with extra communities to relocate to urban centers. and local historic districts to encourage programs, preparedness and recovery training,
supplies needed during a disaster. private property preservation, and develop an arts tourism service sector, and arts
Potential benefits: Helps improve community
emergency plans for cultural institutions. outreach to facilitate community recovery.
Potential benefits: Avoids increased morbidity and municipal resilience by concentrating
and mortality among electricity-dependent residents in easily accessible urban areas with Potential benefits: Preserves historic buildings Potential benefits: Helps artists and arts
individuals. Makes emergency response more resilient infrastructure and services. and collections; stabilizes property values; organizations resume practice and livelihoods,
supplies more readily available. Improves Reduces the costs of providing these services improves preparedness, shortens future reduces future recovery costs and time, and
interagency coordination during and after a and improves access these populations recovery time, and prevents future losses promotes sustainability and resiliency of the
disaster. after emergencies. Eases the repurposing from disasters; cost-effectively extends the arts.
of abandoned properties in urban centers lifespan of existing buildings; and ensures
and reduces blight—while spurring economic that cultural heritage will be accessible to
costs costs
development in all sectors. communities.
Potential funder(s): DHHS, PREMA, PRDOH Potential funder(s): DOC EDA, Institute of
Potential costs: $600,000 in total estimated Potential costs: $64 million in total estimated Museum and Library Services, National
Potential implementer(s): PRDOH, PREMA costs costs Endowment for the Humanities, and National
Potential funder(s): CDBG-DR, SBA, Potential funder(s): HMGP, DOI, Institute Archives and Records Administration, private
HSS 33 Government of Puerto Rico of Museum and Library Services, National sector, nongovernment sources
Review and Improve Systems Potential implementer(s): Governor, municipal Endowment for the Humanities, National Potential implementer(s): Government of
for Administration and Finance governments Archives and Records Administration, Puerto Rico, Heritage Emergency Task Force
of Response-Related Activities Government of Puerto Rico
Implement temporary waivers for a range of Potential implementer(s): SHPO, ICP, individual
emergency health service needs, including, property owners
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.
costs
Potential funder(s): CDBG-DR, DHHS,
Government of Puerto Rico, nongovernment
sources
Potential implementer(s): ASES, DHHS, CMS


General Archives Mitigation Forest Recovery in Rural Develop Partner Networks for Increase Landfill Capacity to
and Modernization Protected Areas, Private Recovering Plant and Animal Dispose of Hurricane-Related
Protect essential government records and Forests, Critical Watersheds, Species Waste and to Properly Manage
other collections in the Archivo General de and Urban Areas Grow a comprehensive network of partners Future Waste
Puerto Rico through architecture/engineering Develop and implement strategic forest to work together to help fund actions for Increase landfill capacity, including building
planning and design. recovery and conservation strategies plant and animal species preservation, transfer stations, to meet the waste
throughout Puerto Rico through public and develop human capital and capacity in management needs of Puerto Rico. Meet the
Potential benefits: Preserves historical
private collaborations, with a focus on rural species management, educate the public, and permitting and inspection needs to permit
records and collections, reinvests in existing
protected forests, ecological corridors, private cultivate experiential/tourism opportunities. new landfills and inspect existing landfills.
buildings and infrastructure, and protects
forested lands, agroforestry, and urban Such partners would include federal and
historic character of San Juan, with benefits to Potential benefits: Meets Puerto Rico’s landfill
state-level agencies, local government, NGOs,
community and tourism. forests. Restore tree nurseries and seed banks capacity needs and improves environmental
universities, and private sector partners.
to aid in the recovery process. quality and public health, with spillover
Potential benefits: Improves management benefits for municipal operations, the local
costs Potential benefits: Restores ecological
of plant and animal species, helps prevent economy, and tourism.
functions of forests and the provision of
Potential funder(s): National Archives’ species from becoming extinct, and expands
ecosystem services, boosts economic viability Potential costs: $176 million in total estimated
National Historical Publications and Records and enhances educational, tourism, and other
of forest conservation, provides employment costs
Commission, Government of Puerto Rico, economically beneficial opportunities.
opportunities, improves public safety, and Potential funder(s): HMGP, CDBG-DR, EPA,
private sector, nongovernment sources Potential costs: $100,000 in total estimated
reduces the risk of pest and disease damage. USDA
Potential implementer(s): ICP costs
Potential costs: $74 million–$120 million in Potential implementer(s): DNER (EQB),
Potential funder(s): DOI, USFS, NRCS,
total estimated costs municipalities
USDA, DNER, Government of Puerto Rico,
NCR 4 Potential funder(s): DOI, USFS, NRCS, USDA, municipalities, private sector, nongovernment
Build Caribbean Cultural P3, Government of Puerto Rico, DNER, sources NCR 9
Collections Preservation and municipalities, nongovernment sources
Landfill Repair and Closure
Research Center Potential implementer(s): DNER, USFS, agencies, University of Puerto Rico, NGOs Repair landfills and open dumps that sustained
Expand and fulfill SHPO and ICP plan to municipalities damage from the hurricanes and close unlined
identify criteria for a new conservation center
open dumps throughout Puerto Rico.
that provides preservation planning and
conservation services for museum/library/ Potential benefits: Reduces or eliminates
archives and private client collections. the impact of landfills on natural resources
(including soil, air, and water quality) and helps
Potential benefits: Provides a local source
bring lined landfills back into compliance.
of professional preservation advice and
Benefits public health and the environment.
conservation treatment, boosts employment
opportunities for professionals in preservation Potential costs: $160 million in total estimated
and curation, and establishes Puerto Rico costs
as a regional leader in preservation and Potential funder(s): HMGP, CDBG-DR, EPA,
conservation. USDA
Potential costs: $225 million in total estimated Potential implementer(s): DNER (EQB),
costs municipalities, Solid Waste Authority
Potential funder(s): CDBG-DR, P3,
Potential implementer(s): ICP, various
foundations and donors


Clean Up and Eliminate Illegal Develop Forest Products Water Quality Improvements Wetlands Restoration
Dumps Industry at the Watershed Scale Restore the capacity, resiliency, and ecological
Identify, sort, and recycle or dispose of waste Build on a pilot USFS project to (1) manage to Protect Human Health, function of coastal wetlands through site-
at approximately 1,600–2,000 illegal dumps valuable wood gathered in the post-hurricane Infrastructure, Freshwater, specifi actions.
throughout Puerto Rico and identify steps to vegetation waste removal process and (2) and Marine Environments Potential benefits: Provides storm surge
prevent future recurrence of illegal dumps. revive local markets for hardwoods. Implement watershed restoration and protection, erosion control, sediment trapping,
Potential benefits: Removes environmental Potential benefits: Builds long-term capacity management strategies in four priority wildlife habitat, water filtration, and flood
and public health threats associated with to manage woody debris and provide watersheds (Arecibo, San Juan Metropolitan water absorption. Facilitates habitat recovery
illegal open dumps and helps ensure the economic, cultural, educational, ecological, Area, Cabo Rojo/Guánica, and Northeast and healthy ecosystems.
overall success of a sustainable solid waste and research benefits, including wood to Corridor) and sensitive coastal areas.
management plan. rebuild historic structures, for art, and for Potential benefits: Reduces the potential for total estimated costs
businesses to develop new wood products. excessive sedimentation from future storm
Potential costs: $104 million in total estimated Potential funder(s): HMGP, CDBG-DR, DOI,
Stimulates the economy and reduces the runoff, reduces pollution in waterways,
costs USDA, NOAA, EPA, nongovernment sources
amount of waste going into landfills. improves soil retention, reduces landslide risk,
Potential funder(s): HMGP, CDBG-DR, EPA, Potential implementer(s): DNER, USACE
Potential costs: $10 million in total estimated maintains reservoir storage capacity, provides
USDA
costs ecological corridors, improves water quality,
Potential implementer(s): DNER (EQB), EPA and restores coastal areas.
Potential funder(s): USFS, Government of NCR 17
Puerto Rico, DNER, PRTC Potential costs: $142 million in total estimated Reduce Coastal Erosion and
NCR 11
Potential implementer(s): DNER, USFS
costs Provide Disaster Protection
Establish a Long-Term, Potential funder(s): HMGP, CDBG-DR, NRCS Through Beaches and Dunes
Sustainable, Integrated Solid EQIP, EPA, DOI, NOAA, EQB State Revolving Restore, monitor, and maintain beaches and
Waste Management Program NCR 13 Fund sand dunes to make them stable and resilient
Implement an updated Solid Waste
Reduce Sediment Pollution and to both seasonal- and disaster-related coastal
Management Plan to address disaster debris Risk from Landslides flooding, as well as long-term sea level rise.
agencies
management and changes to waste streams Stabilize soils and slopes in critical areas Potential benefits: Increases coastal resilience
after disasters, including diverting organic and across Puerto Rico that were impacted and protects coastal infrastructure, human
recyclable waste from landfi ls. by landslides areas through vegetative, NCR 15
bioengineering, and structural approaches. Coral Reef and Seagrass commerce from erosion and flood hazards.
Potential benefits: Extends the life of
landfills, helps ensure a sustainable, Potential benefits: Protects public safety and Protection and Restoration
economically viable, and compliant solid road access, reduces sedimentation-related Restore damaged coral reef and seagrass
waste management plan, reduces waste water quality problems, restores native sites to protect coastal communities, human
habitat for species, provides soil materials for health and safety, biodiversity and ecological Potential funder(s): HMGP, CDBG-DR, DOI,
going to unlined landfills, provides economic
other applications, and protects infrastructure function, and economic activity. USACE, NOAA
agriculture. and communities from future damage. Potential benefits: Provides a cost-effective Potential implementer(s): DNER,
Potential costs: $1.05 billion in total estimated way to increase protection from disasters, municipalities, USACE
costs costs creates jobs, increases biodiversity of coastal
areas, and enhances fishing, tourism, and
Potential funder(s): CDBG-DR, USDA, P3 Potential funder(s): HMGP, CDBG-DR, NRCS
recreation economies.
EQIP, USDA, USACE, DOT
USDA Potential implementer(s): DNER, federal
estimated costs
agencies
Potential funder(s): HMGP, CDBG-DR, NOAA,
EPA, USCG, USACE, DOI, nongovernment
sources
Potential implementer(s): DNER, NOAA


Establish the San Juan Barrier Strategic Watershed, Protected Natural Area Land Enterprise Development for
Reef System as a Marine Landscape, and Conservation Management for Alternative Alternative Tourism
Protected Area Corridor Approaches Tourism Develop small, medium, and micro enterprises
Declare the San Juan Barrier Reef a Implement strategic approaches at the Create plans, policies, and actions to support, in communities that lack populations with
Commonwealth of Puerto Rico Marine watershed and landscape-scale to restore manage, and monitor the development of basic entrepreneurial skills to build creative
Protected Area, restrict fishing, and invest in and protect Puerto Rico’s natural resources, alternative tourism, such as nature tourism. tourism market concepts and launch new
the reef’s restoration and long-term health. support human health, infrastructure, and Develops impact investment program for enterprises.
economic outcomes, as well as create land public-private tourism infrastructure.
Potential benefits: Provides long-term Potential benefits: Supports communities
and river conservation corridors.
protection of infrastructure, tourism sites, Potential benefits: Protects natural and beyond traditional training and business
and housing in San Juan; reduces flood Potential benefits: Protects natural areas and cultural resources over the long term, assistance programs; includes the creative
risk to community; provides eco-tourism improves agricultural production, tourism, generates revenue from tourism on public process of launching enterprises. Empowers
opportunities; and protects beaches. access to fresh drinking water, recreational land, and ensures legal protection while communities through human capital
opportunities, watershed and ecosystem increasing accessibility of public lands for development to plan their own future
health, and ecological functions. tourism. according to their local vision. Derives
costs
Potential costs: $48 million in total estimated economic benefits and greater resiliency from
Potential funder(s): NOAA, DOI, Government having a diversified set of sustainable tourism
of Puerto Rico, P3, nongovernment sources products.
Potential funder(s): NOAA, DOI, NRCS, USFS, Potential funder(s): Government of Puerto
Potential implementer(s): DNER, NOAA Potential costs: $0.65 million–$1.2 million in
EPA, Government of Puerto Rico, DNER, Rico, NGOs
nongovernment sources total estimated costs
Potential implementer(s): DNER, Para La
NCR 20 Potential implementer(s): DNER, federal Potential funder(s): Destination Marketing
Naturaleza, other NGOs
Redesign, Reorganize, and agencies, land trusts, NGOs Organization, DOC EDA, NGOs
Rebuild Puerto Rican Parks Potential implementer(s): Destination
Conduct assessments to help the Puerto Rican NCR 22 Marketing Organization, PRTC, municipalities,
parks system improve governance/operations NGOs
Promote Alternative Tourism
effi iency, 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 NCR 26
compliance with building codes for hurricane- areas and enhance efforts to preserve unique Resource Management
prone areas, and consistent with assessment natural, cultural, and historical assets. Capacity Building
findings. Potential benefits: Supports economic Apply an updated framework for resource
Potential benefits: Promotes active recreation growth; improves services and access; management and future disaster response
and reduces health care costs, improves protects historical, cultural, and natural that includes training support, data sharing,
flood control capability and mitigates future assets; incubates local entrepreneurship; and educational outreach to enhance
damage to community, and boosts economy and improves quality of life in underserved resilience in future disasters.
through area attractiveness to tourists, communities. Potential benefits: Provides stronger
businesses, and consumers.
Potential costs: $0–$350 million in total decision-making support to natural and
Potential costs: $340 million–$650 million in estimated costs cultural resource stakeholders, promotes
total estimated costs exchange of ideas, and encourages
Potential funder(s): DOC EDA, SBA, USDA, NPS,
Potential funder(s): PA, HMGP, CDBG-DR, NPS, community involvement in resource
NOAA
P3, nongovernment sources management.
Potential implementer(s): PRTC, DOC EDA,
Potential implementer(s): DRD, DNER, Potential costs: $16 million in total estimated
DNER
National Parks Company costs
Potential implementer(s): PRTC, NGOs,
communities

NCR 27 NCR 29 NCR 33 PBD 3

Expand Disaster Recovery Enhance Public Participation Blue Shore Workforce Establish Integrated Services
Sister Cities Connections and Education Through Development Centers
Establish plans for twinning Puerto Rican cities Museum Exhibits Create a locally sourced, skilled labor force to Continue supporting the Government of
with other disaster-affected cities around Design and install in-depth, participatory support recovery efforts in the short and long Puerto Rico’s ongoing project to cluster
the world to promote professional exchange exhibits at museums, such as the Parque terms. public services in a single location to improve
about disaster recovery and preparedness, de las Ciencias, that describe how different effi iency and accessibility to the public.
Potential benefits: Creates jobs, facilitates skill
as well as general cultural and economic aspects of the natural and cultural resource A center is already operating in San Juan,
development, provides labor for recovery and
exchange. recovery plans work and their benefits and where residents can access a variety of social
restoration, and promotes more effective and
drawbacks. services in a single location.
Potential benefits: Promotes sharing of effi ient investment.
lessons learned elsewhere, helps ensure Potential benefits: Helps facilitate common Potential benefits: Simplifies access to
continued success of Puerto Rico’s recovery understanding of the purpose of recovery services for the population and streamlines
costs
effort, and provides economic benefits as well efforts and promotes commitment to maintenance processes.
as professional development, educational, and Potential funder(s): EPA, USDA, DOC EDA, DOL
recovery and disaster preparedness. Potential costs: $10 million–$20 million in total
tourism opportunities. Potential implementer(s): Puerto Rico
Potential costs: $9.6 million–$20 million in estimated costs
Potential costs: $13 million in total estimated Department of Labor and Human Resources,
total estimated costs Potential funder(s): PA, HMGP, CDBG-DR,
costs DOC EDA
Potential funder(s): Private sector, Government of Puerto Rico, USDA WIC
Potential funder(s): To be determined nongovernment sources Potential implementer(s): Puerto Rico
PBD 1
Potential implementer(s): Government of Potential implementer(s): DNER, universities, Department of State, PRPBA
Puerto Rico, NGOs, communities host museums
Compile a Public Buildings
Inventory
Create a comprehensive, centralized database
PBD 15
NCR 28 NCR 30 of buildings owned by the Government Refurbish Community Centers
Identify Funding for Natural Create an Accessible Data of Puerto Rico that includes building and Community Technology
and Cultural Resources Repository of Natural and characteristics, which will allow analysis Centers
Research Cultural Resources of emergency response needs and general Rebuild or refurbish 300 community centers in
Establish a public-private fund for innovative Create a complete and accessible geo- operational decision-making. low-income communities and 172 community
scientifi research that supports recovery referenced data repository of Puerto Rico’s Potential benefits: Provides clear visibility of technology centers, including providing
goals and enhances understanding of the natural and cultural resources using reliable building inventories to facilitate system-wide them with generators for backup power and
effects of the hurricanes. data standards and systems (such as cloud- infrastructure-related decision-making and building them to withstand hurricanes and
based computing) to facilitate response and support hazard mitigation programs, damage earthquakes.
Potential benefits: Encourages innovative
and multidisciplinary research, expands recovery and inform investment decisions. assessment, and recovery from natural Potential benefits: Improves access to
opportunities for Puerto Rico’s research Potential benefits: Provides data to inform disasters. community services, including training,
community, and provides timely information damage assessments and strengthens Potential costs: $4 million in total estimated medical support, emergency shelter, and
to inform decisions about recovery projects, support for decisions about natural and costs technology.
future plans, and actions. cultural resource recovery options. Benefits Potential costs: $20 million in total estimated
Potential funder(s): PA, CDBG-DR, PRPB
Potential costs: $8.6 million–$16 million in infrastructure, community capacity building, costs
economics, and education. Potential implementer(s): PRPB, PRIFA
total estimated costs Potential funder(s): PA, HMGP, CDBG-DR
Potential funder(s): Private sector, Potential costs: $12 million in total estimated
nongovernment sources costs
Potential implementer(s): PRTC Potential funder(s): DOI, USGS, NOAA, NPS,

Government of Puerto Rico, DNER

Emergency services modernization

and integration
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
generators—for these communities.
about how to effi iently 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.
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


Capacity Building to Resilience Building in Public Information and Capacity Building for
Incorporate Hazard Risk Collaboration with High-Risk Communication Capability for Emergency Shelter Planning
Reduction into Planning and Communities Coordinated Recovery Hire planners in each municipality and at the
Design Hire planners (on average 1.5 FTE per Build a Public Information and Communication state-level to build a more robust emergency
Strengthen hazard mitigation assessment, municipality) to develop and implement (PIC) capability to maintain continued shelter system. This action will develop
monitoring, and evaluation capabilities within disaster response and recovery plans engagement with Puerto Rican communities parameters, standards, and general design
the Puerto Rico Planning Board (PRPB) so that in collaboration with 50–100 selected in the recovery process. Establish guidelines for shelters that can better support
the board can promote the incorporation communities. This action includes (1) and maintain methods of two-way residents over the longer-term. This action
of risk reduction in all planning and design investments into programs—e.g., workforce communication with Puerto Rican residents also will establish a protocol with the National
decisions. This action includes (1) enhancing development, microfinance, education—that about recovery planning and implementation. Guard for effective management of response
GIS capabilities to generate hazard maps for address long-term stressors, as well as the This action also includes establishing commodities for shelters.
each municipality to inform zoning decisions, improvement of essential services; and (2) effective communication with Puerto Rican Potential benefits: Improves access to safe
and (2) hiring a risk officer for each of the resilience building events for community communities on the mainland to better and appropriately resourced shelters within
27 state-level agencies. residents and local businesses, including understand whether and when people decide a reasonable distance that can accommodate
fostering connections among governmental to return to Puerto Rico for recovery planning community needs, such as disabilities and
Potential benefits: Enables a standardized
agencies, community groups, and NGOs. purposes. medical conditions.
and systematic approach to hazard
mitigation. Encourages a more data-driven Potential benefits: Builds community and Potential benefits: Allows the Government Potential costs: $57 million in total estimated
implementation of Puerto Rico’s hazard individual resilience for both disaster response of Puerto Rico to communicate more clearly costs
mitigation plan. and long-term recovery with the public, thus increasing transparency
and improving public trust.
Potential costs: $84 million in total estimated Potential costs: $82 million in total estimated Government of Puerto Rico, municipalities
costs costs Potential costs: $8.8 million in total estimated
costs
Potential funder(s): HMGP, CDBG-DR Potential funder(s): CDBG-DR, DHHS public buildings sector
Potential funder(s): CDBG-DR, PREMA
Potential implementer(s): PRPB, infrastructure Potential implementer(s): Government of
sectors Puerto Rico, municipal governments, local Potential implementer(s): Government of
NGOs Puerto Rico


Strengthening Emergency Incentivize the Design Building Grant Writing Strengthen Local Nonprofit
Management Capacity at of Creative Solutions to Capacity and NGO Involvement in
Municipalities Addressing Disaster Hazards Establish a set of 100 scholarships each Disaster Recovery
Establish Municipal Emergency Management Fund a design competition that fosters year, for 5 years, for municipal government Establish a unit within Puerto Rico’s Office
Offices in municipalities where they do not yet innovative solutions for risk reduction— office workers and local NGO staff to receive for the Socioeconomic and Community
exist. Work with existing MEMOs to identify specifi ally aimed at mitigating hazards, and ongoing training over a one-year period Development (ODSEC) to strengthen the
personnel and training needs. With PREMA/ including but not limited to hurricanes and in grant writing from university-based engagement of local nonprofits and NGOs
FEMA, create a training curriculum that more flooding—while also offering added social or certification programs (many of which are with government agencies and maximize
directly addresses municipal needs. Work with economic benefi s to the community. established in the mainland U.S.). their contributions as partners in the recovery
the Office of Human Resources to update job process.
Potential benefits: Elicits original ideas, out- Potential benefits: Enables municipal
descriptions, specifi classifi ations, tasks and of-the-box solutions, and transdisciplinary government offi e workers to prepare Potential benefits: Strengthens partnerships
responsibilities of all municipal staff during an approaches to mitigating disaster risks. competitive and compelling grant proposals and drives more successful cross-sector
emergency and response event. Train MEMOs Provides a valuable community-level to acquire funds for state-financed projects,
to collect better information about people collaboration. Improves coordination and
perspective on existing problems and areas in including those in disaster recovery.
requiring evacuation (e.g., disabled, elderly). communication among government agencies
Provides professional development for the and NGOs and enhances resource allocation.
Potential benefits: Strengthens municipalities’ Potential costs: $6 million in total estimated governmental workforce and empowers Builds community resilience. Increases
emergency management and response costs members of the municipalities to seek nonprofit and NGO capacity while helping
capacity.
Potential funder(s): HMPG, CDBG-DR, PREMA solutions for their own communities. them develop more long-term sustainable
Potential costs: $165 million in total estimated funding.
Potential implementer(s): FEMA, PREMA, Potential costs: $14 million in total estimated
costs
general public of Puerto Rico costs Potential costs: $9 million in total estimated
Potential funder(s): HMGP, CDBG-DR, PREMA, costs
Potential funder(s): CDBG-DR,
nongovernment sources Potential funder(s): CDBG-DR
Municipal Emergency Management Offi es Potential implementer(s): Government of Potential implementer(s): ODSEC, NGOs, local
Puerto Rico, municipalities nonprofi s

CPCB 16 ECN 3 ECN 25 HSS 22

Establishing a University- Change Social Welfare and Establish National Dislocated Move to a More Regionally-
Based Center of Excellence Benefits Policy Workers Assistance Integrated Approach to
for Disaster Preparedness and Modify the distribution of social welfare Provide funding through Disaster Dislocated Emergency Planning,
Recovery benefits and income by altering policies Worker Grants to create temporary Exercising, Response, and
Establish a Center of Excellence (COE) for pertaining to eligibility for social welfare employment opportunities to help with Recovery
Disaster Preparedness and Recovery at a benefits, such as Medicaid and the Nutrition clean-up and recovery efforts. This funding is Create a disaster preparedness, response, and
university in Puerto Rico to (1) foster local, Assistance Program. Examples include provided to areas declared eligible for public recovery network that will prepare hospitals
multidisciplinary research on disaster establishing work requirements, using assistance by FEMA or other federal agencies. and health care facilities to assist each other
preparedness, response, and recovery; income tax credits to eliminate thresholds for to surge during disasters. Hire 2 people in
Potential benefits: Creates temporary jobs
(2) develop innovative solutions to eligibility, and lowering individual income tax each of the 7 health regions to facilitate the
that will provide income to workers who lost
preparedness, resilience, hazard mitigation, rates to stimulate consumption. regional planning and preparedness approach.
their sources of income due to the hurricanes,
and recovery problems; and (3) build Potential benefits: Removes disincentives to promotes economic activity, and supplies Review and improve plans for ensuring power,
preparedness, response, and recovery work that have been created by the current workers who can assist in the cleanup and water, oxygen and other critical supplies post-
capacity in Puerto Rico through curriculum system of benefit provision. Stimulates rebuilding efforts. incident.
development and training. economy by encouraging consumption. Potential costs: $50 million in total estimated Potential benefits: Protects patients and
Potential benefits: Translates knowledge Improves fiscal spending by reducing benefit communities from poor outcomes. Reduces
costs
on disaster preparedness and recovery to payments. morbidity and mortality. Ensures more
Potential funder(s): DOL
innovative and usable solutions. Increases Potential costs: To be determined efficient use of resources. Reduces costs.
university resources for research and teaching Potential implementer(s): To be determined
Potential funder(s): To be determined Potential costs: $9.6 million in total estimated
and fosters multidisciplinary and multiagency
costs
collaboration. Potential implementer(s): Puerto Rico
HSS 20 Potential funder(s): CDBG-DR, DHHS, CMS,
Potential costs: $22 million–$55 million in total Improve Supports for the ASES, PRDOH
estimated costs Elderly‚ Particularly Those
ECN 5 Potential implementer(s): PRDOH, hospital
Potential funder(s): CDBG-DR, private sector, Living Alone system, other health care organizations
nongovernment sources Improve Retention of Educated Provide pre-disaster support to seniors by
Potential implementer(s): Universities, DHS
Workforce Through Policy investigating reimbursement policies for home
S&T Directorate
Change care visits to allow greater independence
Decrease the proportion of college students and promote economic opportunities via
and educated workers who are leaving continued support for Project 646. Encourage
Puerto Rico by adopting policies that create communities to participate in local emergency
incentives to stay. planning through activities such as community
mapping that would help to identify people
who might be at increased risk in a disaster,
those who would otherwise migrate after
such as elderly who live alone.
completing their studies and increases
production of goods and services through Potential benefits: Increases the resiliency
enhanced labor quality. of the elderly population, including their
ability to access aid or other needed supplies.
Avoids the worsening of chronic conditions
Potential funder(s): To be determined due to insuffi ient medicines or nutrition and
Potential implementer(s): Legislative promotes overall well-being.
Assembly Potential costs: $62 million in total estimated
costs
Potential funder(s): DHHS, OPPEA, PRDF
Potential implementer(s): OPPEA, PREMA

HSS 26 HSS 30 HSS 34 MUN 5

Review and Improve Review and Improve Plans‚ Review and Improve Systems Reduce Barriers to
Systems for Stockpiling and Systems‚ and Processes for and Processes for Managing Transferring Property to
Distributing Supplies and Tracking and Responding to Volunteers and Donated Municipal Governments and
Pharmaceuticals Post-Disaster Physical and Mental Health Supplies Provide Technical Assistance
Designate approximately 10 key health care Needs of First Responders Track volunteers through a system such as the Reduce administrative barriers to transferring
facilities as Healthcare Disaster Resource Deploy counselors and volunteers to provide Emergency System for Advance Registration property (such as closed schools and other
Centers that would be equipped with extra monthly support services to first responders. of Volunteer Health Professionals. Institute public buildings) to municipalities.
supplies needed during a disaster. Conduct a periodic (every 4 months for volunteer credentialing to ensure training and Potential benefits: Enables municipalities
year 1; annually after) survey— Emergency other competencies are up-to-date. Provide
Potential benefits: Avoids increased morbidity to more efficiently repurpose buildings
Responder Health Monitoring and Surveillance supports for volunteer capacity development
and mortality among electricity-dependent to enhance the delivery of services to the
(ERHMS)—to assess responder health needs and communication skills. Rent warehouse
individuals. Makes emergency response public or stimulate economic development
and management of health symptoms. space for receiving and managing donated
supplies more readily available. Improves through public-private partnerships or
supplies. Contract specialized storage for
interagency coordination during and after a Potential benefits: Lessens negative health municipal corporations. Reduces costs to
receiving, managing and dispatching donated
disaster. impacts of the highly stressful circumstances the GPR associated with maintaining closed
medications. Strengthen registries for
of disaster response and recovery. Improves facilities, and reduces the potential blight and
Potential costs: $23 million in total estimated inventorying donations.
responder well-being and keeps responders safety risks associated with closed buildings.
costs
prepared to attend to the needs of others. Potential benefits: Facilitates quicker Provides municipalities and the communities
Potential funder(s): DHHS, PREMA, PRDOH deployment of assets. Minimizes confusion they serve with additional facilities at low
Potential implementer(s): PRDOH, PREMA and duplication of services. Helps match cost. Returns previous public investments to
costs
assets to areas of greatest needs. active use.
HSS 29 Potential costs: $4.1 million in total estimated Potential costs: $2.7 million in total estimated
Puerto Rico, PRDOH, nongovernment sources
Revise Regulations on Food costs costs
Potential implementer(s): PRDOH, FEMA
Stockpiling at Child- and Potential funder(s): DHHS, Government of Potential funder(s): HMGP, CDBG-DR, SBA
Elder-Care Facilities Puerto Rico Potential implementer(s): Government of
Require a minimum 14-day, healthy, shelf- Potential implementer(s): PRDOH Puerto Rico, municipal governments
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 funder(s): USDA, PRDF
Potential implementer(s): PRDF, child- and
elder-care facilities

MUN 6 NCR 1 NCR 8 NCR 10

Create and Maintain Central Historic and Cultural Increase Landfill Capacity to Clean Up and Eliminate Illegal
Repository of Municipal Assets Properties Preservation Dispose of Hurricane-Related Dumps
and Associated Conditions Develop and implement an Island-wide Waste and to Properly Manage Identify, sort, and recycle or dispose of waste
Collect or update data on municipal assets. Cultural Resources Management Plan and Future Waste at approximately 1,600–2,000 illegal dumps
Create and maintain a central database of stabilization program to restore and protect Increase landfill capacity, including building throughout Puerto Rico and identify steps to
this information, including documentation of resources, establish incentive programs transfer stations, to meet the waste prevent future recurrence of illegal dumps.
property condition. and local historic districts to encourage management needs of Puerto Rico. Meet the Potential benefits: Removes environmental
private property preservation, and develop permitting and inspection needs to permit
Potential benefits: Helps municipalities and and public health threats associated with
emergency plans for cultural institutions. new landfills and inspect existing landfills.
the Government of Puerto Rico identify, illegal open dumps and helps ensure the
manage, and maintain assets. Helps with Potential benefits: Preserves historic buildings Potential benefits: Meets Puerto Rico’s landfill overall success of a sustainable solid waste
filing claims with the federal government and collections; stabilizes property values; capacity needs and improves environmental management plan.
for damage repair. Enables more efficient improves preparedness, shortens future quality and public health, with spillover Potential costs: $104 million in total estimated
budgeting and disaster mitigation. Facilitates recovery time, and prevents future losses benefits for municipal operations, the local costs
leveraging resources and utilization of assets. from disasters; cost-effectively extends the economy, and tourism.
lifespan of existing buildings; and ensures Potential funder(s): HMGP, CDBG-DR, EPA,
Potential costs: $13 million in total estimated Potential costs: $176 million in total estimated USDA
that cultural heritage will be accessible to
costs costs
communities. Potential implementer(s): DNER (EQB), EPA
Potential funder(s): CDBG-DR, Government of Potential funder(s): HMGP, CDBG-DR, EPA,
Puerto Rico, nongovernment sources USDA
costs NCR 13
Potential implementer(s): Government of Potential implementer(s): DNER (EQB),
Potential funder(s): HMGP, DOI, Institute Reduce Sediment Pollution and
municipalities
of Museum and Library Services, National Risk from Landslides
Endowment for the Humanities, National Stabilize soils and slopes in critical areas
Archives and Records Administration, NCR 9 across Puerto Rico that were impacted
Government of Puerto Rico Landfill Repair and Closure by landslides areas through vegetative,
Potential implementer(s): SHPO, ICP, individual Repair landfills and open dumps that sustained bioengineering, and structural approaches.
property owners 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
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
Expand Disaster Recovery
PBD 11
Bring Public Buildings up to Agricultural modernization
Sister Cities Connections Code
Establish plans for twinning Puerto Rican cities Assess building safety code compliance for and processing
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 ECN 9 ECN 40
about disaster recovery and preparedness, the appropriate structural hardening, making Invest in Agricultural Recovery Center of Excellence for
as well as general cultural and economic other code upgrades where needed. Assistance Agricultural Technologies
exchange. Potential benefits: Increases ability of public Provide a direct investment in recovery Training
Potential benefits: Promotes sharing of buildings to withstand extreme weather assistance to farming efforts. This action Establish a fully operational agricultural
lessons learned elsewhere, helps ensure events and natural hazards, improves energy targets poultry; dairy milking; livestock training center to catalyze applied technology
continued success of Puerto Rico’s recovery and water effi iency, and reduces building breeding; specialty animals; and horticulture, driven agro-innovation to integrate veterans,
effort, and provides economic benefits as well operational costs. including vegetables and tubers, grain youth, and marginalized populations into ag
as professional development, educational, and production, orchards (fruit and nut trees), business opportunities.
Potential costs: $3 billion–$7 billion in total
tourism opportunities. melons, and coffee facilities.
estimated costs Potential benefits: Contributes to human
Potential costs: $13 million in total estimated Potential benefits: Allows farmers and other capital development, hurricane mitigation
Potential funder(s): PA, HMGP, Government
costs agricultural workers to reestablish operations. and food security by helping to increase the
of Puerto Rico, U.S. Department of Education
Stimulates development of innovative and number of farmers in Puerto Rico.
Potential funder(s): To be determined Emergency Impact Aid
efficient farming practices and use of next-
Potential implementer(s): Government of Potential implementer(s): Government of generation agricultural technology, improving
costs
Puerto Rico, NGOs, communities Puerto Rico profitability of agriculture and increasing
exports. Potential funder(s): FEMA, NOAA, DOI, EPA,
USDA Rural Development, HUD
PBD 8 Potential costs: $1.8 billion in total estimated
Mitigate Flood Risk for Critical costs Potential implementer(s): To be determined
Government Functions Potential funder(s): USDA, CDBG-DR
Relocate critical public functions to buildings Potential implementer(s): Puerto Rico
ECN 41
outside of flood hazard zones or elevate Department of Agriculture Agricultural Financial Support
the building in which the critical function is for Access to Capital
housed to prevent service disruptions and Establish an Agricultural Enterprise program
reduce damages due to flooding. ECN 18
in the Economic Development Bank (EDB)
Potential benefits: Ensures continuity of
Compensate Farmers for Crop exclusively for agricultural innovation
critical public services due to flooding and Losses enterprises supported by federal programs
reduces costs of maintaining buildings in flood Compensate farmers directly for crop losses that provide Revolving Loan Funds to expand
zones. due to the hurricanes. farmer access to capital and encourage
Potential benefits: Replaces lost income and innovation and ag modernization.
costs increases consumption across all sectors of Potential benefits: Helps increase the number
the economy. and productivity of farmers in Puerto Rico
Potential funder(s): PA, HMGP, U.S.
Potential costs: $250 million in total estimated while contributing to hurricane mitigation and
costs food security by encouraging innovation.
Potential funder(s): USDA Potential costs: $5 million in total estimated
costs
Potential implementer(s): USDA, Puerto Rico
Department of Agriculture Potential funder(s): CDBG-DR, USDA Rural
Potential implementer(s): EDB

ECN 42
PRIDCO Agriculture Parks Digital transformation
Convert undeveloped PRIDCO Parks to host
state of the art controlled environment As the actions within the communications/IT, energy, and other
agriculture infrastructure available, including infrastructure capital investment priorities are necessary pre-
hydroponics and aquaculture, for private lease
requisites for Digital Transformation, they are not duplicated
using same current landlord model.
here.
Potential benefits: Helps attract young
entrepreneurs to ag industry to help achieve
critical mass, especially when combined
CPCB 1 CPCB 6
with the technical expertise of the Center of
Disaster Preparedness Data Public Information and
Excellence and Operational Capital provided
by the Economic Development Bank (EDB).
Analysis and Decision Support Communication Capability for
Controlled environment ag can reduce climate
Capability Coordinated Recovery
vulnerability, overcome land constraints, and Enhance disaster-related data analysis and Build a Public Information and Communication
increase food security and exports. 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
costs
action includes collecting and analyzing and maintain methods of two-way
Potential funder(s): CDBG-DR, USDA Rural data on hazards, environmental risks, communication with Puerto Rican residents
Development, DOC EDA housing, infrastructure, economic barriers, about recovery planning and implementation.
Potential implementer(s): To be determined 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
ECN 43 agencies, and municipalities. understand whether and when people decide
Ag Industry Support to return to Puerto Rico for recovery planning
Change the PRDA’s current Agricultural purposes.
Laboratory’s model to a P3 with greater about how to effi iently and effectively Potential benefits: Allows the Government
resources to enable it to communicate spend available funds to improve disaster of Puerto Rico to communicate more clearly
effectively and in a timely manner with preparedness. with the public, thus increasing transparency
farmers and better serve its intended function and improving public trust.
as a support resource to enable optimal farm- Potential costs: $21 million in total estimated
level decision making. costs Potential costs: $8.8 million in total estimated
costs
Potential benefits: Contributes to human Potential funder(s): HMGP, CDBG-DR, PREMA
capital development, hurricane mitigation Potential funder(s): CDBG-DR, PREMA
and food security by advising on better ag Puerto Rico, municipal governments Potential implementer(s): Government of
practices. May also increase and optimize the Puerto Rico
technical resources needed to improve the
productivity of agriculture.
costs

ECN 35 EDU 2 EDU 7 HSS 33

Establish Business and Improve Longitudinal Data Augment Tele-Education/ Review and Improve Systems
Industrial Development System to Support Evidence- Online Education for Administration and Finance
Corporations (BIDCOs) Based Policy Provide “emergency instruction” in the event of Response-Related Activities
Establish BIDCOs, i.e., state-chartered Complete prior work to develop a of a school closure of more than 2 weeks. This Implement temporary waivers for a range of
private lending institutions designed to help longitudinal data system. Provide training action includes building an online repository emergency health service needs, including,
businesses that conventional lenders consider on how to integrate data into operations of free open educational resources, available but not limited to, authorization, payment
too high-risk and that lack the high growth and decisionmaking. Link K-12 data to post- in English and Spanish and appropriate for deadlines, prescription coverage, enrollment,
potential to attract venture capitalists. BIDCOs secondary outcomes and workforce data to various subject areas, grade levels (K-12), and and mortuary services.
obtain their funding by selling the guaranteed better manage school-to-work transitions. technology platforms.
Potential benefits: Ensures uninterrupted
portions of their government loans on the Potential benefits: Supports decisions by Potential benefits: Compensates for loss of access to care post-disaster. Prevents
secondary market and subsequently re- teachers and administrators in everyday instructional time due to school closures of potential delays in time-sensitive care.
lending their earnings to other businesses. practice, and helps inform students and all types. Provides a supplemental remedial
Potential benefits: Provides financing to their parents. Supports timely data-driven Potential costs: $8.1 million in total estimated
instructional resource. Increases access to
businesses in the communities served by decisions about school closures, reallocation costs
instruction in advanced STEM areas. Builds on
the BIDCO that could not otherwise obtain of teachers and students to consolidated Potential funder(s): CDBG-DR, DHHS,
PRDE’s initiative to integrate technology into
financing, thereby saving and/or creating jobs. schools, resource allocation, and targeted Government of Puerto Rico, nongovernment
the classroom.
professional development. sources
costs Potential costs: $7.7 million in total estimated Potential implementer(s): ASES, DHHS, CMS
costs
costs
sector, private equity Potential funder(s): U.S. Department
Education, philanthropic foundations, MUN 6
of Education (SLDS Grant Program),
Potential implementer(s): SBA corporate sponsorships Create and Maintain Central
Potential implementer(s): PRDE, professional Repository of Municipal Assets
development partners and Associated Conditions
Collect or update data on municipal assets.
Create and maintain a central database of
HSS 4
this information, including documentation of
Improve Surveillance of property condition.
Waterborne Disease
Potential benefits: Helps municipalities and
Increase the robustness of the surveillance
the Government of Puerto Rico identify,
system for waterborne disease by (1) ensuring
manage, and maintain assets. Helps with
that equipment is operational through QA/
filing claims with the federal government
QC, (2) developing communication tools, and
for damage repair. Enables more efficient
(3) establishing interagency partnerships.
budgeting and disaster mitigation. Facilitates
Potential benefits: Reduces the transmission leveraging resources and utilization of assets.
of infectious pathogens and harmful
chemicals and toxins in the water system.
costs
Puerto Rico, nongovernment sources
Clearinghouse
Potential implementer(s): PRDOH, PRASA, CDC

MUN 17
Provide Municipalities with
NCR 3
General Archives Mitigation 21st Century workforce
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 ECN 12 ECN 13
Operations Puerto Rico through architecture/engineering Provide Innovation and Develop PRIDCO’s Abandoned
Provide municipal governments with planning and design. Entrepreneurial Training Buildings for Business
technical assistance and other forms of Potential benefits: Preserves historical Reinvigorate innovation and research in Incubators
support to implement best practices in public records and collections, reinvests in existing Puerto Rico by implementing a model and Find tenants to occupy abandoned PRIDCO-
management including human resources and buildings and infrastructure, and protects initiatives developed by Georgia Tech. The owned buildings, ideally entrepreneurs
fiscal issues. Improve municipal workforces historic character of San Juan, with benefits to model consists of three strategies: bring seeking to develop business incubators who
by standardizing salary rates, position community and tourism. talented workers into startup and research will benefit from reduced operating costs
descriptions, and qualifi ation requirements teams, screen the teams to identify those with and the capacity building that can result from
and by providing professional development strong potential, and scale up high-potential networking with other startup entrepreneurs.
costs
and training. startup teams.
Potential funder(s): National Archives’
Potential benefits: Improves public Potential benefits: Generates young, trained blight, improves ease of doing business, and
National Historical Publications and Records
management at the municipal level by entrepreneurs who can start businesses that provides opportunities for communities as
Commission, Government of Puerto Rico,
promoting best practices in core operations. will produce goods and services for export; well as for startups. Creates community
Improves ability of municipal governments to promotes public-private partnerships; and anchor points for business development.
provide an array of services maintaining fiscal Potential implementer(s): ICP creates job opportunities.
Potential costs: Amount will vary
well-being. Leads to a more highly skilled, Potential costs: $26 million in total estimated
professional workforce. costs
PRIDCO, SBA
Potential costs: $3.5 million in total estimated Potential funder(s): DOC EDA, NSF
Potential implementer(s): PRIDCO
costs
Potential implementer(s): Georgia Tech or
Potential funder(s): CDBG-DR, DOL similar university, Puerto Rican universities,
Potential implementer(s): Government of PRDE, PRSTRT, Grupo Guayacan, DEDC,
Puerto Rico, municipal governments PRiMEX, Small Business Technology
Development Center, Echar Pa’lante

ECN 21 ECN 25 ECN 28 EDU 1

Study Hurricane Impacts on Establish National Dislocated Implement Initiative to Create New—and Enhance
the Local Economy Workers Assistance Promote Entrepreneurship Existing—After-School
Conduct an analysis of the main effects of Provide funding through Disaster Dislocated Establish a Business and Entrepreneurial and Summer Learning
Hurricane Maria on the local economy of Worker Grants to create temporary Intelligence System to provide statistics, Opportunities
Puerto Rico, as suggested in the Build Back employment opportunities to help with information, and data to simplify preparation Expand existing—and implement new—
Better plan. Prepare and evaluate economic clean-up and recovery efforts. This funding is of business plans, strategies, and market summer and after-school learning programs,
estimates of the damages to the overall provided to areas declared eligible for public studies. The System will be established by the including academic, health, nutrition,
economy as well as by sector. Track recent assistance by FEMA or other federal agencies. Government of Puerto Rico but managed by and mental health services, to address
demographic changes in the local economy, an organization outside the government. post-hurricane learning loss and provide
Potential benefits: Creates temporary jobs
including movement of persons. consistency to snack or meal programs that
that will provide income to workers who lost Potential benefits: Allows potential business
Potential benefits: Enables local businesses to their sources of income due to the hurricanes, owners to view the investment and business are offered as part of these programs.
plan better for the future and make strategic, promotes economic activity, and supplies climate and opportunities in Puerto Rico more Potential benefits: Promotes faster recovery
effi ient investments to stimulate growth. workers who can assist in the cleanup and clearly, in the hope of encouraging them to in student achievement from post-hurricane
Helps provide a basis for the government rebuilding efforts. start operations. learning loss, a stronger sense of stability,
to use in estimating revenues and in fiscal better understanding of students’ health and
planning, including infrastructure planning. mental health needs, and creates a source
costs costs
Potential costs: $300,000 in total estimated of employment for young Puerto Ricans as
Potential funder(s): DOL Potential funder(s): DOC EDA, CDBG-DR
costs summer and after-school instructors.
Potential implementer(s): To be determined Potential implementer(s): DEDC
Potential funder(s): CDBG-DR, DOC EDA Potential costs: $3.9 billion in total estimated
costs
Potential implementer(s): Private sector fir
ECN 26 ECN 35 Potential funder(s): U.S. Department of
or university
Conduct Studies for Workforce Establish Business and Education, USDA, nongovernment sources
Development and Rapid Industrial Development Potential implementer(s): PRDE, U.S.
ECN 23 Response Corporations (BIDCOs) Department of Education, USDA Summer
Implement Job Creation Assess available labor supply and demand Establish BIDCOs, i.e., state-chartered Food Program
Initiative for workers with various skills to determine private lending institutions designed to help
Create jobs within or near communities need for training and to better align available businesses that conventional lenders consider
hardest hit by job loss and structural damage workers with needs of local employers. too high-risk and that lack the high growth
due to Hurricanes Irma and Maria. Target potential to attract venture capitalists. BIDCOs
Potential benefits: Helps local businesses
job creation efforts toward women and obtain their funding by selling the guaranteed
better understand the available labor supply;
young adults, focusing on social and physical portions of their government loans on the
helps government decisionmakers modify its
reconstruction projects. secondary market and subsequently re-
workforce development efforts and develop
Potential benefits: Helps rebuild lending their earnings to other businesses.
strategies to better align labor supply with
communities, restore jobs, decrease the labor demand. Potential benefits: Provides financing to
rate of unemployment, strengthen the local businesses in the communities served by
economy, and build resilience. the BIDCO that could not otherwise obtain
costs
Potential costs: $80 million in total estimated financing, thereby saving and/or creating jobs.
Potential funder(s): CDBG-DR, DOL
Potential implementer(s): Private sector fir costs
Potential funder(s): DOC EDA, CDBG-DR, DOL
or university
Potential implementer(s): To be determined Potential funder(s): CDBG-DR, SBA, private

EDU 2 EDU 6 EDU 7 EDU 8

Improve Longitudinal Data Expanding and Updating K-12 Augment Tele-Education/ Strengthen School Leadership
System to Support Evidence- Vocational Programs Online Education Pipeline
Based Policy Implement a one-year pilot program and Provide “emergency instruction” in the event Strengthen the school director and district
Complete prior work to develop a subsequent full-scale program to expand and of a school closure of more than 2 weeks. This leader pipeline by improving recruitment,
longitudinal data system. Provide training update K-12 vocational programs to include action includes building an online repository embedded training, support (e.g., mentoring,
on how to integrate data into operations entrepreneurship training and accommodate of free open educational resources, available coaching), and retention practices.
and decisionmaking. Link K-12 data to post- growth in economic sectors such as in English and Spanish and appropriate for Potential benefits: Positively impacts student
secondary outcomes and workforce data to manufacturing, finance, renewable energy, various subject areas, grade levels (K-12), and learning. Reduces teacher and leadership
better manage school-to-work transitions. construction, hospitality, and health care. technology platforms. turnover. Improves understanding of local
Potential benefits: Supports decisions by Potential benefits: Helps build a skilled Potential benefits: Compensates for loss of education needs. Improves communication
teachers and administrators in everyday labor force for sectors key to Puerto Rico’s instructional time due to school closures of between schools and regional administrators.
practice, and helps inform students and recovery. Helps address the needs of those all types. Provides a supplemental remedial Increases capacity to function within newly-
their parents. Supports timely data-driven disproportionately affected by disasters. instructional resource. Increases access to decentralized system.
decisions about school closures, reallocation Helps create and/or strengthen private-public instruction in advanced STEM areas. Builds on Potential costs: $290 million in total estimated
of teachers and students to consolidated consortiums to support long-term recovery. PRDE’s initiative to integrate technology into costs
schools, resource allocation, and targeted Creates closer ties between K-12 schools and the classroom.
professional development. universities. Potential costs: $22 million in total estimated Education, philanthropic foundations, principal
Potential costs: $3 billion in total estimated costs
Potential costs: $7.7 million in total estimated training programs
costs costs Potential funder(s): U.S. Department of Potential implementer(s): PRDE, professional
Potential funder(s): U.S. Department development partners
corporate sponsorships
of Education (SLDS Grant Program), Education, NSF, DoD, NIH, DOL, P3, DEDC,
nongovernment sources 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
Develop and Implement Entrepreneurship
Teacher Pipeline Program
Improve teacher preparation programs
and instructional practice by (1) creating a ECN 3 ECN 7
residency model for teacher training, (2) Change Social Welfare and Create Research Centers and
reviewing teacher certifi ation requirements, Benefits Policy Partnerships
(3) aligning personnel decisionmaking Modify the distribution of social welfare Create research centers and partnerships
processes with assessment of teacher quality, benefits and income by altering policies across a variety of disciplines, for example,
(4) strengthening teacher supports and career pertaining to eligibility for social welfare agricultural partnerships with universities;
pathways, and (5) rewarding high-quality benefits, such as Medicaid and the Nutrition specialized research centers in technology,
teachers working in demanding environments. Assistance Program. Examples include biotechnology, and marine economics; and
Potential benefits: Develops a pipeline of establishing work requirements, using a center devoted to developing and using
teachers who can engage in high-quality income tax credits to eliminate thresholds for blockchain technology.
instruction and support others in improving eligibility, and lowering individual income tax Potential benefits: Leverages the
their practice. Reduces teacher turnover and rates to stimulate consumption. intellectual capital of Puerto Rico to
promotes a closer relationship between K-12 Potential benefits: Removes disincentives to stimulate technological development that
schools and UPR. work that have been created by the current will potentially increase productivity across
Potential costs: $350 million in total estimated system of benefit provision. Stimulates diverse sectors of the economy.
costs economy by encouraging consumption. Potential costs: $110 million in total estimated
Improves fiscal spending by reducing benefit
Potential funder(s): U.S. Department of costs
payments.
Education Potential funder(s): Federal agencies
Potential implementer(s): PRDE, UPR, Potential implementer(s): Universities, private
professional development partners, schools Potential funder(s): To be determined industry
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
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 ECN 35 CPCB 4

Develop PRIDCO’s Abandoned Implement Initiative to Establish Business and Resilience Building in
Buildings for Business Promote Entrepreneurship Industrial Development Collaboration with High-Risk
Incubators Establish a Business and Entrepreneurial Corporations (BIDCOs) Communities
Find tenants to occupy abandoned PRIDCO- Intelligence System to provide statistics, Establish BIDCOs, i.e., state-chartered Hire planners (on average 1.5 FTE per
owned buildings, ideally entrepreneurs information, and data to simplify preparation private lending institutions designed to help municipality) to develop and implement
seeking to develop business incubators who of business plans, strategies, and market businesses that conventional lenders consider disaster response and recovery plans
will benefit from reduced operating costs studies. The System will be established by the too high-risk and that lack the high growth in collaboration with 50–100 selected
and the capacity building that can result from Government of Puerto Rico but managed by potential to attract venture capitalists. BIDCOs communities. This action includes (1)
networking with other startup entrepreneurs. an organization outside the government. obtain their funding by selling the guaranteed investments into programs—e.g., workforce
Potential benefits: Allows potential business portions of their government loans on the development, microfinance, education—that
owners to view the investment and business secondary market and subsequently re- address long-term stressors, as well as the
climate and opportunities in Puerto Rico more lending their earnings to other businesses. improvement of essential services; and (2)
provides opportunities for communities as
clearly, in the hope of encouraging them to resilience building events for community
well as for startups. Creates community Potential benefits: Provides financing to
start operations. residents and local businesses, including
anchor points for business development. businesses in the communities served by
fostering connections among governmental
Potential costs: $50 million in total estimated the BIDCO that could not otherwise obtain
Potential costs: To be determined agencies, community groups, and NGOs.
costs financing, thereby saving and/or creating jobs.
Potential funder(s): PA, HMGP, CDBG-DR, Potential benefits: Builds community and
Potential funder(s): DOC EDA, CDBG-DR Potential costs: $5 million in total estimated
PRIDCO, SBA individual resilience for both disaster response
costs
Potential implementer(s): PRIDCO Potential implementer(s): DEDC and long-term recovery
ECN 14 ECN 34 costs
Direct Small Business Create Business Resiliency Potential funder(s): CDBG-DR, DHHS
Investment Hubs Potential implementer(s): Government of
Provide small grants to small businesses, Create business resiliency hubs (BRH) in Puerto Rico, municipal governments, local
startups, and entrepreneurs affected by the areas not prone to flooding to provide space NGOs
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 suffi ient backup generating capacity
Potential benefits: Allows businesses to
reestablish operation, rebuild, recover, and
disaster.
to disasters and able to plan for continued Potential benefits: Helps businesses survive
growth with more confidence. and recover from disasters by assisting with
communicate with employees, customers,
costs
and vendors.
Potential funder(s): CDBG-DR, DOC EDA
Potential implementer(s): SBA costs

EDU 6
Expanding and Updating K-12
EDU 7
Augment Tele-Education/ Advanced manufacturing
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 ECN 5 ECN 9
update K-12 vocational programs to include action includes building an online repository Improve Retention of Educated Invest in Agricultural Recovery
entrepreneurship training and accommodate of free open educational resources, available Workforce Through Policy Assistance
growth in economic sectors such as in English and Spanish and appropriate for Change Provide a direct investment in recovery
manufacturing, finance, renewable energy, various subject areas, grade levels (K-12), and Decrease the proportion of college students assistance to farming efforts. This action
construction, hospitality, and health care. technology platforms. and educated workers who are leaving targets poultry; dairy milking; livestock
Potential benefits: Helps build a skilled Potential benefits: Compensates for loss of Puerto Rico by adopting policies that create breeding; specialty animals; and horticulture,
labor force for sectors key to Puerto Rico’s instructional time due to school closures of incentives to stay. including vegetables and tubers, grain
recovery. Helps address the needs of those all types. Provides a supplemental remedial production, orchards (fruit and nut trees),
disproportionately affected by disasters. instructional resource. Increases access to melons, and coffee facilities.
those who would otherwise migrate after
Helps create and/or strengthen private-public instruction in advanced STEM areas. Builds on completing their studies and increases Potential benefits: Allows farmers and other
consortiums to support long-term recovery. PRDE’s initiative to integrate technology into production of goods and services through agricultural workers to reestablish operations.
Creates closer ties between K-12 schools and the classroom. enhanced labor quality. Stimulates development of innovative and
universities. efficient farming practices and use of next-
Potential costs: $22 million in total estimated Potential costs: To be determined
Potential costs: $3 billion in total estimated costs generation agricultural technology, improving
Potential funder(s): To be determined profitability of agriculture and increasing
costs Potential funder(s): U.S. Department of
Potential implementer(s): Legislative exports.
Assembly Potential costs: $1.8 billion in total estimated
Education, NSF, DoD, NIH, DOL, P3, DEDC, corporate sponsorships
Puerto Rico Department of Labor and Human costs
Potential implementer(s): PRDE, professional
Resources, nongovernment sources development partners ECN 8 Potential funder(s): USDA, CDBG-DR
Potential implementer(s): PRDE, schools, Define and Develop Economic Potential implementer(s): Puerto Rico
private industry 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.
costs


BLUEtide Initiative Provide Innovation and Direct Small Business Implement Job Creation
Develop a whole-island approach to coastal Entrepreneurial Training Investment Initiative
resources management for disaster mitigation Reinvigorate innovation and research in Provide small grants to small businesses, Create jobs within or near communities
and resilience, workforce development, and Puerto Rico by implementing a model and startups, and entrepreneurs affected by the hardest hit by job loss and structural damage
advanced manufacturing. Start a marine initiatives developed by Georgia Tech. The hurricanes to ensure they can continue to due to Hurricanes Irma and Maria. Target
business innovation and research center model consists of three strategies: bring grow. Grants would cover working capital job creation efforts toward women and
and an incubator network to develop talented workers into startup and research assistance, inventory losses, equipment and young adults, focusing on social and physical
ocean-related technologies. Leverage teams, screen the teams to identify those with fixture replacement costs, hurricane repairs, reconstruction projects.
waterborne infrastructure to support sports and mitigation projects.
strong potential, and scale up high-potential Potential benefits: Helps rebuild
anglers, tourism, bio-compound extraction, startup teams. Potential benefits: Allows businesses to
communities, restore jobs, decrease the
aquaculture, policy, and enforcement. reestablish operation, rebuild, recover, and
Potential benefits: Generates young, trained rate of unemployment, strengthen the local
Potential benefits: Increases tourism, entrepreneurs who can start businesses that economy, and build resilience.
to disasters and able to plan for continued
international competitiveness, economic will produce goods and services for export; growth with more confidence. Potential costs: $80 million in total estimated
growth, and food security while diversifying promotes public-private partnerships; and
the economic drivers of the Island and creates job opportunities.
costs Potential funder(s): DOC EDA, CDBG-DR, DOL
preventing future hurricane damage.
Potential funder(s): CDBG-DR, DOC EDA Potential implementer(s): To be determined
Potential costs: $200 million–$300 million in costs
total estimated costs Potential implementer(s): SBA
Potential funder(s): DOC EDA, NSF
Potential funder(s): CDBG-DR, FEMA, DOC ECN 24
Potential implementer(s): Georgia Tech or
EDA, NOAA, DOI, EPA, USDA, NGOs
similar university, Puerto Rican universities,
ECN 17 Revitalize the PR-127
Potential implementer(s): FEMA, DOC EDA, PRDE, PRSTRT, Grupo Guayacan, DEDC, Construct the Puerto Rico Petrochemical Corridor in
NOAA, DOI, EPA, USDA, HUD, DEDC, DNER, PRiMEX, Small Business Technology Science, Technology, & Guyanilla-Peñuelas
PRSTRT, municipal governments, NGOs Development Center, Echar Pa’lante Research Trust’s Research and Undertake cleanup and revitalization of
Development Center at Science contaminated former petrochemical zone.
ECN 11
City Potential benefits: Allows development of
ECN 13
Construct the Forward Center—the research,
Medical Tourism Initiative Develop PRIDCO’s Abandoned new industries that focus on production of
development, and prototyping facility for the next-generation renewable energy resources
Establish and fund a not-for-profit Medical Buildings for Business proposed Puerto Rico Science, Technology, and products and that support microalgae-
Tourism Corporation (MTC) to be run by Incubators and Research Trust—at Science City. This based pharmaceutical manufacturing, and
the Destination Management Organization. Find tenants to occupy abandoned PRIDCO- effort represents one of Puerto Rico’s
responsible recycling industries.
Continue to fund the MTC until it becomes owned buildings, ideally entrepreneurs Comprehensive Economic Development
self-sustaining. Consider including an initiative seeking to develop business incubators who Strategy approaches. Potential costs: $30 million in total estimated
to retain local health care workers. will benefit from reduced operating costs costs
Potential benefits: Provides science and
Potential benefits: Stimulates economic and the capacity building that can result from technology companies, such as Boston Potential funder(s): DOC EDA, CDBG-DR
activity from tourist spending, and networking with other startup entrepreneurs. Scientific, space to expand their research and
may reverse the departure of medical development efforts, while helping to move
professionals from Puerto Rico. Puerto Rico to the forefront of innovation.
Establishes new co-working space for other
Potential costs: $8 million in total estimated provides opportunities for communities as
high-tech ventures that have arisen from
costs well as for startups. Creates community
Parallel18 Ventures.
anchor points for business development.
Potential funder(s): CDBG-DR, private sector, Potential costs: $6 million in total estimated
nongovernment sources Potential costs: To be determined costs
Potential implementer(s): PRTC, DEDC Potential funder(s): PA, HMGP, CDBG-DR, Potential funder(s): DOC EDA, Opportunity
PRIDCO, SBA Zone Funds (once established), New Markets
Potential implementer(s): PRIDCO Tax Credits


Implement Initiative to Create Business Resiliency Redevelop Former Roosevelt Agricultural Financial Support
Promote Entrepreneurship Hubs Roads Naval Station for Access to Capital
Establish a Business and Entrepreneurial Create business resiliency hubs (BRH) in Redevelop the former Roosevelt Roads naval Establish an Agricultural Enterprise program
Intelligence System to provide statistics, areas not prone to flooding to provide space station to include housing, mixed-use retail in the Economic Development Bank (EDB)
information, and data to simplify preparation for business operations after a disaster. establishments, industrial parks, and maritime exclusively for agricultural innovation
of business plans, strategies, and market Obtain satellite communications, if feasible, and air transportation. Redevelopment will enterprises supported by federal programs
studies. The System will be established by the to enhance resiliency of communications require a spectrum of investment partners that provide Revolving Loan Funds to expand
Government of Puerto Rico but managed by systems. These BRHs would be community to help with the required infrastructure farmer access to capital and encourage
an organization outside the government. facilities, possibly closed schools, built to code, developments. innovation and ag modernization.
with sufficient backup generating capacity
Potential benefits: Allows potential business Potential benefits: Results in economic Potential benefits: Helps increase the number
owners to view the investment and business growth, stabilization, and expansion in the and productivity of farmers in Puerto Rico
disaster.
climate and opportunities in Puerto Rico more surrounding communities. while contributing to hurricane mitigation and
clearly, in the hope of encouraging them to Potential benefits: Helps businesses survive food security by encouraging innovation.
start operations. and recover from disasters by assisting with costs Potential costs: $5 million in total estimated
communicate with employees, customers, Potential funder(s): PA, HMGP, CDBG-DR,
costs
and vendors. PRIDCO Potential funder(s): CDBG-DR, USDA Rural
Potential funder(s): DOC EDA, CDBG-DR Development, DOC EDA
Potential costs: $4 million in total estimated Potential implementer(s): DEDC, private
Potential implementer(s): DEDC costs developers Potential implementer(s): EDB

ECN 29 ECN 40 ECN 42
Design Puerto Rico Resiliency/ Center of Excellence for PRIDCO Agriculture Parks
Rebuild/Open for Business Agricultural Technologies Convert undeveloped PRIDCO Parks to host
Campaign ECN 35 Training state of the art controlled environment
Design and launch marketing strategy to
Establish Business and Establish a fully operational agricultural agriculture infrastructure available, including
inform the world that Puerto Rico is ready to Industrial Development training center to catalyze applied technology hydroponics and aquaculture, for private lease
resume receiving tourists and inviting visitors Corporations (BIDCOs) driven agro-innovation to integrate veterans, using same current landlord model.
to see that the natural resources have been Establish BIDCOs, i.e., state-chartered youth, and marginalized populations into ag Potential benefits: Helps attract young
preserved and that the tourism industry is private lending institutions designed to help business opportunities. entrepreneurs to ag industry to help achieve
ready to serve them. businesses that conventional lenders consider critical mass, especially when combined
Potential benefits: Contributes to human
Potential benefits: Fills information gaps too high-risk and that lack the high growth capital development, hurricane mitigation with the technical expertise of the Center of
and promotes tourism to Puerto Rico, which potential to attract venture capitalists. BIDCOs and food security by helping to increase the Excellence and Operational Capital provided
will lead to enhanced exports and economic obtain their funding by selling the guaranteed number of farmers in Puerto Rico. by the Economic Development Bank (EDB).
development. May complement private portions of their government loans on the Controlled environment ag can reduce climate
secondary market and subsequently re- Potential costs: $6 million in total estimated
initiatives. vulnerability, overcome land constraints, and
lending their earnings to other businesses. costs
increase food security and exports.
Potential benefits: Provides financing to Potential funder(s): FEMA, NOAA, DOI, EPA,
businesses in the communities served by USDA Rural Development, HUD
costs
Potential funder(s): DOC EDA the BIDCO that could not otherwise obtain Potential implementer(s): To be determined
Potential implementer(s): PRTC, DEDC financing, thereby saving and/or creating jobs.
costs

ECN 43 CPCB 8 HSS 3 HSS 10

Ag Industry Support Strengthening Emergency Implement Integrated Waste Expand Care for Trauma and
Change the PRDA’s current Agricultural Management Capacity at Management Program and Chronic Stress
Laboratory’s model to a P3 with greater Municipalities Expand Programs to Increase Expand the number of people and places
resources to enable it to communicate Establish Municipal Emergency Management Recycling Rates (e.g., schools and other community centers)
effectively and in a timely manner with Offices in municipalities where they do not yet Establish an integrated materials recovery and where people can get both long-term and
farmers and better serve its intended function exist. Work with existing MEMOs to identify waste management program and increase immediate assistance for acute trauma and
as a support resource to enable optimal farm- personnel and training needs. With PREMA/ the proportion of waste that is diverted from chronic stress. This action includes training
level decision making. FEMA, create a training curriculum that more landfills. This action includes a comprehensive nonprofessionals, such as health and physical
Potential benefits: Contributes to human directly addresses municipal needs. Work with waste characterization and cost analysis, education teachers, in supportive emotional
capital development, hurricane mitigation the Office of Human Resources to update job enforceable recycling and composting well-being services.
and food security by advising on better ag descriptions, specific classifications, tasks and mandates, and public education. Potential benefits: Improves quality of care
practices. May also increase and optimize the responsibilities of all municipal staff during an outcomes for traumatic stress and addresses
Potential benefits: Creates a waste
technical resources needed to improve the emergency and response event. Train MEMOs the mental health care provider shortage and
management program that would decrease
productivity of agriculture. to collect better information about people distribution issues.
negative health impacts across Puerto Rico.
requiring evacuation (e.g., disabled, elderly).
Potential costs: $27 million in total estimated Potential costs: $6.4 million in total estimated Potential costs: $8.4 million in total estimated
costs Potential benefits: Strengthens municipalities’ costs
costs
emergency management and response
Potential funder(s): CDBG-DR, USDA Rural Potential funder(s): EPA, DHHS, Potential funder(s): DHHS SAMHSA grants,
capacity.
Development, DOC EDA nongovernment sources nongovernment sources
Potential implementer(s): To be determined Potential implementer(s): EPA, Quadratec Potential implementer(s): Mental health
costs
Cares Energize the Environment Grant providers
Potential funder(s): HMGP, CDBG-DR, PREMA,
CPCB 1 Program, DHHS
Disaster Preparedness Data HSS 11
Analysis and Decision Support Municipal Emergency Management Offices HSS 9 Add Incentives and Other
Capability Increase Access to Telehealth Supports to Increase and
Enhance disaster-related data analysis and Options as Telecommunication Retain Supply of Health Care
EDU 10 Providers and Public Health
decision support capability within PREMA Supports Become More Robust
to support both disaster preparedness Develop and Implement a Practitioners
Expand the use of telehealth across Puerto
and hazard mitigation activities. This Parent Education Program on Rico and train the health care workforce Use incentives and loan repayment programs
action includes collecting and analyzing School Choice in its use, including mental health. This to ensure that Puerto Rico has a robust and
data on hazards, environmental risks, Develop outreach and public education action includes using social media to screen stable health care provider and public health
housing, infrastructure, economic barriers, programs, with special emphasis on and enroll more geographically isolated practitioner workforce, including primary
preparedness, etc. by geography (municipality disadvantaged families, to ensure that all populations in services, and using phone care providers, specialists, and mental health
or smaller) and disseminating this information parents and guardians have the knowledge and online applications to target those with practitioners, for both disaster-related health
to planners in PREMA, other state-level and tools they need to be effective consumers trauma-related mental illness. issues and also for the long-term.
agencies, and municipalities. in a school-choice environment.
Potential benefits: Provides greater access Potential benefits: Helps retain high-quality
Potential benefits: Allows the government Potential benefits: Improves parents’ to specialty care for rural, hard-to-reach talent in health care, and creates communities
of Puerto Rico to make informed choices knowledge about their school choices, while populations, and quicker networking and of practitioners that can better serve their
about how to efficiently and effectively also making parents and families happier and best-practice sharing among health care populations due to work satisfaction.
spend available funds to improve disaster more invested in their chosen schools. professionals in an emergency.
preparedness. Potential costs: $39 million in total estimated
Potential costs: $5.7 million in total estimated Potential costs: $21 million in total estimated costs
Potential costs: $21 million in total estimated costs costs
costs Potential funder(s): DHHS HRSA, Government
Potential funder(s): U.S. Department of Potential funder(s): FCC, NIH, Medicaid 1115 of Puerto Rico, nongovernment sources
Potential funder(s): HMGP, CDBG-DR, PREMA Education, PRDE, nongovernment sources waivers Potential implementer(s): Puerto Rican
Potential implementer(s): Government of Potential implementer(s): PRDE (Family Potential implementer(s): Health care universities, associated hospitals and health
Puerto Rico, municipal governments Engagement Office) providers, mental health care providers care facilities


Create Flex-Funding for Social Provide Municipalities with Arts Recovery Develop Partner Networks for
Service Centers Technical Assistance and Implement an integrated strategy to help Recovering Plant and Animal
Assess the social service center facility and Support for Best Practices artists and arts organizations recover while Species
develop an inventory of critical facilities and in Public Management and supporting Puerto Rico’s economic and Grow a comprehensive network of partners
also a set of eligibility criteria. Create a flexible Operations emotional recovery. Options include recovery to work together to help fund actions for
funding mechanism to assist critical facilities, grants, workspaces, global arts exchange plant and animal species preservation,
Provide municipal governments with
such as domestic violence and homeless programs, preparedness and recovery training, develop human capital and capacity in
technical assistance and other forms of
shelters and child- and elder-care facilities, in an arts tourism service sector, and arts species management, educate the public, and
support to implement best practices in public
bearing the costs of long periods of generator outreach to facilitate community recovery. cultivate experiential/tourism opportunities.
management including human resources and
use post-disaster.
fiscal issues. Improve municipal workforces Potential benefits: Helps artists and arts Such partners would include federal and
Potential benefits: Avoids facility closures due by standardizing salary rates, position organizations resume practice and livelihoods, state-level agencies, local government, NGOs,
to loss of fuel. Allows for continuity of service descriptions, and qualification requirements reduces future recovery costs and time, and universities, and private sector partners.
provision to populations disproportionately and by providing professional development promotes sustainability and resiliency of the Potential benefits: Improves management
affected by disaster. Reduces the need to and training. arts. of plant and animal species, helps prevent
relocate shelters.
Potential benefits: Improves public Potential costs: $10 million in total estimated species from becoming extinct, and expands
Potential costs: $11 million–$980 million in and enhances educational, tourism, and other
management at the municipal level by costs
total estimated costs economically beneficial opportunities.
promoting best practices in core operations.
Potential funder(s): DOC EDA, Institute of
Potential funder(s): U.S. Department of Improves ability of municipal governments to Potential costs: $100,000 in total estimated
Museum and Library Services, National
Energy, PREMA, PREPA, DHHS ACF, private provide an array of services maintaining fiscal
Endowment for the Humanities, and National costs
sector well-being. Leads to a more highly skilled,
Archives and Records Administration, private Potential funder(s): DOI, USFS, NRCS,
Potential implementer(s): PRDF, PREMA professional workforce.
sector, nongovernment sources USDA, DNER, Government of Puerto Rico,
Potential costs: $3.5 million in total estimated municipalities, private sector, nongovernment
MUN 10 costs sources
Puerto Rico, Heritage Emergency Task Force
Provide Technical Assistance Potential funder(s): CDBG-DR, DOL Potential implementer(s): DNER, federal
to Improve Municipal Finances Potential implementer(s): Government of agencies, University of Puerto Rico, NGOs
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.
costs
Potential funder(s): CDBG-DR, SBA
research partner, municipal governments

NCR 11 NCR 27 NCR 30 PBD 2

Establish a Long-Term, Expand Disaster Recovery Create an Accessible Data Right-Size Public Buildings
Sustainable, Integrated Solid Sister Cities Connections Repository of Natural and Analyze demand for government services to
Waste Management Program Establish plans for twinning Puerto Rican cities Cultural Resources estimate the appropriate building capacity,
Implement an updated Solid Waste with other disaster-affected cities around Create a complete and accessible geo- program requirements, and proposed
Management Plan to address disaster debris the world to promote professional exchange referenced data repository of Puerto Rico’s improvements for government operations.
management and changes to waste streams about disaster recovery and preparedness, natural and cultural resources using reliable Repurpose, reallocate, and refurbish buildings.
after disasters, including diverting organic and as well as general cultural and economic data standards and systems (such as cloud- Sell or demolish unneeded vacant buildings.
recyclable waste from landfills. exchange. based computing) to facilitate response and Potential benefits: Provides income (from
Potential benefits: Extends the life of Potential benefits: Promotes sharing of recovery and inform investment decisions. the sale of buildings), reduces operations
landfills, helps ensure a sustainable, lessons learned elsewhere, helps ensure Potential benefits: Provides data to inform and maintenance costs, improves the
economically viable, and compliant solid continued success of Puerto Rico’s recovery damage assessments and strengthens effectiveness of government operations and
waste management plan, reduces waste effort, and provides economic benefits as well support for decisions about natural and service delivery, and removes the blight of
going to unlined landfills, provides economic as professional development, educational, and long-abandoned, vandalized buildings.
cultural resource recovery options. Benefits
opportunities, and improves soil for tourism opportunities. infrastructure, community capacity building, Potential costs: $200 million–$500 million in
agriculture.
Potential costs: $13 million in total estimated economics, and education. total estimated costs
costs Potential costs: $12 million in total estimated Potential funder(s): PA, HMGP, CDBG-DR,
costs
Potential funder(s): To be determined costs Government of Puerto Rico
Potential implementer(s): Government of Potential funder(s): DOI, USGS, NOAA, NPS, Potential implementer(s): PRPB
Potential implementer(s): DNER (EQB), EPA, Government of Puerto Rico, DNER
Puerto Rico, NGOs, communities
USDA
PBD 3
NCR 14
NCR 28 Establish Integrated Services
Water Quality Improvements Identify Funding for Natural PBD 1 Centers
at the Watershed Scale and Cultural Resources Compile a Public Buildings Continue supporting the Government of
to Protect Human Health, Research Inventory Puerto Rico’s ongoing project to cluster
Establish a public-private fund for innovative Create a comprehensive, centralized database public services in a single location to improve
Infrastructure, Freshwater,
scientific research that supports recovery of buildings owned by the Government efficiency and accessibility to the public.
and Marine Environments
goals and enhances understanding of the of Puerto Rico that includes building A center is already operating in San Juan,
Implement watershed restoration and where residents can access a variety of social
effects of the hurricanes. characteristics, which will allow analysis
management strategies in four priority services in a single location.
of emergency response needs and general
watersheds (Arecibo, San Juan Metropolitan Potential benefits: Encourages innovative
operational decision-making. Potential benefits: Simplifies access to
Area, Cabo Rojo/Guánica, and Northeast and multidisciplinary research, expands
Corridor) and sensitive coastal areas. opportunities for Puerto Rico’s research Potential benefits: Provides clear visibility of services for the population and streamlines
community, and provides timely information building inventories to facilitate system-wide maintenance processes.
Potential benefits: Reduces the potential for
excessive sedimentation from future storm to inform decisions about recovery projects, infrastructure-related decision-making and Potential costs: $10 million–$20 million in total
runoff, reduces pollution in waterways, future plans, and actions. support hazard mitigation programs, damage estimated costs
improves soil retention, reduces landslide risk, assessment, and recovery from natural
Potential costs: $8.6 million–$16 million in Potential funder(s): PA, HMGP, CDBG-DR,
maintains reservoir storage capacity, provides disasters.
total estimated costs Government of Puerto Rico, USDA WIC
ecological corridors, improves water quality, Potential costs: $4 million in total estimated
Potential funder(s): Private sector, Potential implementer(s): Puerto Rico
and restores coastal areas. costs
nongovernment sources Department of State, PRPBA
Potential costs: $142 million in total estimated Potential funder(s): PA, CDBG-DR, PRPB
costs
Potential implementer(s): PRPB, PRIFA
Fund
agencies

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.
from buildings of the same type owned by
different agencies, improving government
efficiency, accessibility, and communication.
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.
costs
Potential funder(s): GPR agency operating
budgets, EPA
PRELIMINARY DRAFT—JULY 8, 2018 | 374 |

13
X
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.

PHASE 1: Identify needs Phase 1: Identify damage, needs, and

and priorities PHASE 2: Phase 2: Identify priorities
potential actions and cost
Assess damage and needs
Leadership Team Needs Sector-based Teams
To ensure the recovery plan is as robust as possible and in
Central Office for Damage Federal Recovery Government of
Reconstruction and and needs Support Function Puerto Rico sector response to the requirements established by Congress, the
solution teams leads and other
Recovery of Puerto Rico assessment team of experts supporting the Government of Puerto Rico in
and Chief Innovation Review of local partners
FEMA sector leads
Officer literature and
Analytic partners
developing the plan conducted an assessment of damage from the
other plans HSOAC sector
Facilitated by HSOAC teams
(e.g., universities) hurricanes and remaining needs across the Island, both within
and FEMA specific sectors and for challenges that cut across sectors. The
damage and needs assessment documents conditions before Irma MUNICIPALITY ASSESSMENT
Many organizations and
and Maria, the damage caused by the hurricanes (both direct
Recovery priorities In May and June of 2018, HSOAC conduct-
individuals were engaged in physical damage and the impact on Puerto Rico’s population ed site visits to each of Puerto Rico’s 78
and notional plan
objectives
Long list developing the plan and economy), conditions 6–9 months after the hurricanes, and municipalities to deliver a standardized
of possible remaining needs. This damage and needs assessment provides
# of organi- data collection instrument developed by
actions and an zations
Long list of possible
estimated cost U.S. Government
the baseline needed to define and then compare and prioritize the the International City County Manage-
actions grouped into 127
PHASE Agency courses of action considered for recovery planning. ment Association (ICMA) in consultation
for each
several portfolios PR Government with HSOAC, FEMA, and the University of
3: Align for each notional Agencies
97
More than 100 separate data sources and hundreds of individual Puerto Rico. ICMA developed a stan-
objectives plan objective NGO/Non-Profi 67
datasets of varied types (qualitative, quantitative, secondary, dardized data collection instrument to
and courses Academia 55
primary) and time periods (historic, baseline, immediately post- guide data collection during these visits.
of action Private Sector 99 While ICMA’s tool was created specifi-
Government of Puerto hurricane, post-hurricane recovery) were used in development
Rico selects portfolio(s) # of individ- cally for this assessment, it is based on
and identify Cost Team for each objective uals of the damage and needs assessment. FEMA, the RSFs, other similar data collection instruments ICMA
funding HSOAC, FEMA, and
Mayors and their rep-
resentatives 54
federal partners, and the Government of Puerto Rico provided has validated and used successfully in its
sources other experts the majority of the data. As with any assessment of damage and prior work with municipal governments
Community members Over 200
needs, it is important to note that the data are as comprehensive throughout the world and includes ques-
as possible but not always without gaps. Literature reviews, tions about the municipality’s capacity to
Identify and Selected portfolios provide services, how they are struc-
assign possible provide list of interviews with subject-matter experts and key stakeholders
tured and operate, and the damage they
funding sources actions for each within and outside of Puerto Rico, media reporting (to gather incurred during the storms.
plan objective or cross-check data), and open-source data available through
a variety of platforms supplemented the initial information. Site visits were conducted by interdis-
ciplinary teams led by professional city
HSOAC also conducted primary data collection via a survey
management staff affiliated with ICMA
Draft plan Review and of municipalities, roundtables with municipal staff, and focus
comment by Transformation An Economic
or UPR professors. HSOAC staff par-
and Innovation
in the Wake
and Disaster
Recovery Plan groups with vulnerable populations. ticipated in a number of site visits as
Government of of Devastation for Puerto Rico
Puerto Rico well to observe the process. During the

Total cost
FEMA Set priorities visits, team members met with munic-
estimate=sum
Local mayors
ipal personnel and delivered the survey
of costs for each While the damage and needs assessment was being conducted, instrument. The objective of the site
action included Communities
the Government of Puerto Rico developed the vision, goals, visits is to develop baseline data at the
Federal and Local
and objectives for the recovery plan, which was then laid out
PRELIMINARY DRAFT – JULY 2, 2018
individual municipality level on munici-

agencies
Final plan for the team that FEMA convened to aid in the development pal finances, capacity (including human
People
capital), services and service delivery, as
of the recovery plan. This highly iterative process involved a
well as hurricane impacts and outstand-
Documents series of coordination meetings and interactive workshops, ing needs.
along with a review of completed and forthcoming plans for
Key steps
Puerto Rico. Updates to objectives were made throughout the

plan development to account for insights gained through this

iterative process and the development of the damage and needs Tran
and sformati
assessment itself, ensuring that the plan is responsive to the most Inn
in ovati
on
An
of De the Wa on and Economic
vasta ke R Disast
current and complete picture of damage and needs, as well as Many plans contributed tion
fo
ecov e
ery P r
r Pue la
rto R n
ico
long-term goals. Recovery plan objectives (focused on precursors,

capital investments, and strategic initiatives) detailed earlier in
data | vision | solutions
this plan are the ultimate outcome of this iterative process. to The Promise of Puerto Rico
Incorporate information from existing plans

Request for Federal Assistance
Most Influential Plans

for Disaster Recovery
PRELIM
INA RY DRA
FT –
Many plans, critical guidance, and other documents relevant

JULY
2, 201
8
UN MODELO PARA LA
TRANSFORMACIÓN
SOCIOECONÓMICA
Build Back Better Build Back Better Puerto Rico (GPR) |
DE NUESTRA ISLA.
Puerto Rico
to the Island as a whole or directed toward specific sectors November 2017
New Fiscal Plan for Puerto Rico (GPR, FOMB) |

were produced in parallel to the recovery plan. These plans Plan Para Puerto Rico (GPR) |
were reviewed to identify relevant data, courses of action, and COMPROMISO
CON PUERTO RICO
PROGRAMA National Disaster Recovery Framework (FEMA) |

Ricardo Rosselló
guidance about the Government of Puerto Rico’s transformative

DE GOBIERNO Governor of Puerto Rico
vision. Four documents, in particular, provided overarching

guidance for the structure and vision of the recovery plan: Plan Puerto Rico | April 5, 2018
Economic Recovery and Disaster Recovery Plans
for Puerto Rico, Build Back Better, the various New Fiscal Plan(s) From the Commonwealth (14 plans) |
for Puerto Rico (and its agencies), and the National Disaster NEW FISCAL PLAN FOR PUERTO RICO INCLUDING:
Recovery Framework. Sector-specific plans detailing the goals
GOVERNMENT VISION | REBUILDING PUERTO RICO | PATH TO STRUCTURAL BALANCE | GOVERNMENT TRANSFORMATION | STRUCTURAL REFORMS
Comprehensive Economic Development Strategy (Planning Board) |

and day-to-day operations of state-level and federal agencies 1
Integrated Economic Development Plan (PRIDCO) |
offered essential context for priorities and actions, both before Community Development Block Grant Disaster Recovery (CDBG-DR) Action
Plan (GPR) |
the hurricanes and how they are modifying these priorities and
Puerto Rico Energy Working Group (PREWG) Build Back Better: Reimagining
actions in the new post-disaster reality. The variety of economic
and Strengthening the Power Grid of Puerto Rico (GPR) |
and disaster recovery plans, some produced before the hurricanes
as solely economic recovery plans, illustrate the breadth of views From private/nonprofits (2 plans) |
for how Puerto Rico should move forward. INCLUDING:
ReImagina Puerto Rico (100RC) |
From the U.S. Government (5 plans) |
Phase 2: Identify potential actions and INCLUDING:
Congressional Task Force on Economic Growth in Puerto Rico: Report to the
estimated costs House and Senate (U.S. Congress)
Phase 2 activities involved identifying and defining potential

courses of action that could contribute to recovery, and also Standard Operations Plans (Pre- and Post-
estimating the associated costs. These courses of actions are Hurricanes) (23 plans)
a collection of potential activities, policies and policy changes, From Commonwealth, U.S. Government, and private/non-
profit |
and other actions that are intended to contribute to the vision
and goals prioritized by the Government of Puerto Rico. Each
action describes an approach to address an issue associated
with hurricane damage, a pre-existing condition that inhibits Sectors represented in the plans
economic recovery, and/or a factor that contributes to economic Economy Community Planning and Capacity Building Municipalities Housing Energy Natural and Cultural Resources
and disaster recovery. Transportation Public Buildings Communications/IT Water Health and Social Services Education Cross-sector

Identify potential actions turn some roads from paved to gravel was eliminated because
Dedicated teams of experts—each focused on a specific sector such as the estimated costs of maintaining the gravel road over time
energy or economic activity—were formed to develop possible courses exceeded the potential savings from the modification. Since
ECONOMY
of action responsive to the needs identified in phase one. Consisting of actions address diverse needs and priorities based on the overall
experts from HSOAC and other partners, these sector teams worked plan vision, they varied in terms of strategic versus tactical
closely with the RSF Solutions-based teams, FEMA sector-specific design.
COMMUNITY/
CAPACITY teams, GPR representatives, and local partners and stakeholders to
develop the courses of action. Estimate costs
Where possible, for each proposed course of action, the relevant
Building on the information coming to light from the damage and
sector team made rough-order-of-magnitude cost estimates to
needs assessment and from information gleaned through partners and
MUNICIPALITIES
support high-level planning and inform decisionmaking. Where
experts, the sector teams conducted background research; engaged
available, costs are presented in 2018 dollars. Costs are included
with sector stakeholders and subject-matter experts in Puerto Rico
for the period FY 2018 through FY 2028, which is the time
and beyond; and reviewed existing plans, proposals, and the literature
HOUSING horizon for the fiscal plans. They include both initial costs (e.g.,
to identify strategies, best practices, and possible innovations to meet
construction investment) and future costs (e.g., operations and
those needs. The sector teams consulted stakeholders and subject-
maintenance) over the 11-year period. Incremental operations
matter experts from federal and state-level government agencies, the
and maintenance costs are included if they are an increase from
Government of Puerto Rico and municipal governments, nonprofits,
ENERGY pre-hurricane levels (e.g., because of structural improvements
nongovernmental organizations, academics, private industry, and
or technological upgrades) and thus would represent a new
professional associations.
expense that would have to be covered. Similarly, full operations
The courses of action developed by the sector teams also drew and maintenance costs are included for facilities that were not
NATURAL/CULTURAL heavily from discussions held in larger sector-specific working being maintained prior to the hurricane. And it is worthy to
RESOURCES
groups and task forces and were often formulated in partnership note that these estimates represent only those costs for which a
with RSF Solutions-based specific payment is made by some source to carry out a specific
TRACKING COURSES OF teams, who brought practical action; they do not include all of the costs to society that may
TRANSPORTATION
ACTION knowledge, experience with be associated with recovery actions (e.g., the costs that better
Each course of action presented in relevant programs, and a deep enforcement of regulations incurs on the individuals and
this plan has an identifier based on understanding of the federal business owners who must comply). Costs are included for the
PUBLIC a) the sector in which it was devel- system. Given the diverse set of period FY 2018 through FY 2028, which is the time horizon
BUILDINGS
oped, and b) an arbitrary number goals stakeholders are striving for the New Fiscal Plan. They include both initial costs (e.g.,
used for tracking (e.g., TXN 3). All to meet, which vary in terms of
courses of action included in the
construction investment) and future costs (e.g., operations and
ambition and aspiration, there maintenance) over the 11-year period. Incremental operations
Detailed Actions chapter include
COMMUNICATIONS/
IT their respective tracking identifiers is no single dimension of merit and maintenance costs are included if they are an increase from
for easy reference. or performance along which pre-hurricane levels (e.g., because of structural improvements or
to analyze courses of action. technological upgrades). Full operations and maintenance costs
WATER
While formal cost-benefit and feasibility analyses for each course of are included for facilities that were not being maintained prior to
action were not possible, the teams developed the courses of action the hurricane.
considering characteristics such as responsiveness to needs, level
The approach to estimating the cost of each individual course
of innovation, and alignment with the evidence base (e.g., based on
of action was based on its specific nature and the available
HEALTH/SOCIAL best or promising practices). As a part of this process, some courses
SERVICES sources of information robust enough to inform the estimate.
of action were eliminated from consideration or adjusted to try and
As such, ranges and point estimates are given for courses of
roughly align the costs and benefits. For example, a course of action
actions depending on the methods and information used. Some
to create a microgrid to improve the resilience of Tren Urbano was
cost estimates are much more precise than others, and for
EDUCATION eliminated because of the prohibitive costs, and another proposing to

THE COMPLEX PROCESS OF ESTIMATING COSTS

these courses of action, the scale of implementation could vary EXAMPLE
between the discrete alternatives presented—which would vary INSTALL UNDERGROUND CONDUIT ALONG ROADWAYS TO BURY FIBER-OPTIC CABLE (CIT 21)
the estimated costs. Based on future policy choices, different To prevent future damage to fiber-optic cable, one proposal is to install underground conduit along roadways
levels of implementation for some courses of action may also so that telecommunications providers can run their fiber-optic cable underground instead of on poles. To
be established to constrain costs. Cost information presented estimate the costs of this initiative, there are precedents to draw on: The U.S. Federal Highway Administration
white paper Rural Interstate Corridor Communications Study estimates the costs of installing 48-SMFO cable
in this plan should be regarded as preliminary since more along Interstate 90 (through South Dakota, Minnesota, and Wisconsin) and Interstate 20 (through Louisiana,
specific cost estimates will require both more specificity in the Mississippi, and Alabama). We also corroborated our unit cost estimates with an expert with local knowledge
manner in which recovery options will be implemented and the of Puerto Rico roadways and extensive experience laying fiber-optic cable for the U.S. military in different
types of terrain.
completion of ongoing damage assessments. Some courses of
action do not have costs that require specific recovery funding Construction Costs
(policy changes, for example), though these actions may require
TRENCHING LAYING CONDUIT
administrative time or other resource. Other courses of action
Uses these directional boring costs as a Assumes these costs:
included in the plan that do not have costs assigned are likely proxy: $1/foot for laying conduit
costly, but not enough information is available to provide even $8/foot for rural areas, $1,600 per handhole installed every
rough-order-of-magnitude estimates so these items remain $11/foot for urban areas, and 1,500 feet of roadway ($750 in materials
$270/foot for mountain road and equipment, and $830 in installation
un-costed. One example of a cost estimation methodology is costs)
presented on the next page.
BUILDINGS TO HOUSE SIGNAL CONSTRUCTION OVERHEAD
REGENERATION EQUIPMENT Assumes an overhead rate of 48.5%
Assumes these costs: for design, engineering, mobilization,
Each building will cost $340,000 administration, traffic control, and
Buildings will be required:
contingencies
›› Every 50 miles in flat terrain
›› Every 35 miles in rocky terrain
Amount of Conduit Needed
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
Total, upfront, and annual costs of this plan by sector and the type of investment
Phase 3: Align objectives and courses of Total costs

(in millions)
action and identify funding sources $124,600
$6
Align priorities and courses of action $39
$140
The courses of action were sorted into the notional recovery plan $6,200 STRATEGIC
objectives, as they evolved: nine objectives focused on capital $120 INITIATIVE
investments (such as water and telecommunications) and eight
$160 $6,400
$560 Upfront costs
focused on strategic initiatives (such as enhancing the visitor $3,000
(in millions)
$3,100
economy). $101,300
$3,100
Between two and six portfolios (sets of actions) were developed $7,500 $72
$6,100
for each objective. Portfolios build upon courses of action to $68
STRATEGIC
get one step closer to an actionable recovery plan that, in turn, $8,400 $27
INITIATIVE
$65
meets the top-down vision and goals of this plan. The portfolios $2,700 $6,200
$1,800
were based upon themes that aligned with the objectives and $2,100
$11,000
in most cases varied in cost and comprehensiveness (e.g., $16
Annual costs*
more resilience or lower cost). Grouping courses of action into $6,300
(in millions)
portfolios to achieve Governor Ricardo Rosselló’s vision benefited $23,300
in many cases from contributions by HSOAC and other subject CAPITAL $9,700
$6
INVESTMENT
matter experts, to factor-in the damages and needs of the sectors, $23,000 $39
$118,200 $66
their interplay in achieving a strategic objective, the feasibility $130
$55
STRATEGIC
of groupings of courses of action, and an understanding of $130
$490
$230 INITIATIVE
precursors and interdependencies across sectors. $23,000 $1,300 $200
$1,000
When developing portfolios, a new portfolio of precursor actions CAPITAL
INVESTMENT
emerged from courses of action that were consistently listed as
$25,000 $95,100
precursors across all the capital investment portfolios. Thus,
the team developed a precursors portfolio to capture in a single $7,500
CAPITAL
portfolio these critical actions that provide the foundation for $19,000
INVESTMENT
recovery. $23,100
$2,100
The HSOAC team developed draft portfolios (precursor portfolio, $1,300

as well as between two to six portfolios for each objective) in $8
collaboration with partners, held numerous engagements with $33,000
the representatives from the Government of Puerto Rico in $30,000

$6,400
which the portfolios were reviewed and compared, developed

new courses of action when necessary, and then developed
updated portfolios reflecting this Government of Puerto Rico $2,500
*
Annual costs reflect a total of annual
feedback. For example, to simplify the portfolios, economic costs across 11 years from 2018-2028.
actions were removed from capital investment portfolios and

The three bars are not in proportion to each other for legibility. Sector costs have been
infrastructure courses of action were removed from strategic rounded so may not add up to the totals shown.
initiative portfolios. These changes did not affect the final choice
of portfolios (and the courses of action that comprise them) for Sectors represented in the plans
the plan but simplified the nature of the portfolios. Economy Community Planning and Capacity Building Municipalities Housing Energy Natural and Cultural Resources
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.

The Government of Puerto Rico examined and compared these notional at this time. Optimizing constrained funds
final portfolios and their preferred solution for each of the strategic across courses of action specifically and recovery
objectives identified by the Government of Puerto Rico. The efforts generally will require additional analysis.
recovery plan was then constructed from a combination of the
chosen portfolios that addresses the full set of those objectives.
The detailed list of approximately 270 actions from the portfolios
viewed as relevant for each objective 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. To meet the
plan objectives will require approximately $125 billion to fully
fund. The figure on the previous page provides the breakdown of
costs (the initial upfront and annual operations and maintenance)
by sector. The total, upfront, and annual costs of the plan are
shown by sector because funding sources align most closely with
the sectors represented by the actions in the portfolios. Actions in
the precursor portfolio are included with the capital investments
because they are fundamental to the success of all the capital
investments
A detailed list of the selected portfolios and the specific
actions that comprise each of these portfolios are presented at
the end of this plan. There was no cost constraint put on the
decisionmaking process—but estimated costs of actions were
presented to the Government of Puerto Rico as part of the
portfolio development process.
Identify funding sources

Given the significant damage and the Government of Puerto Rico’s
vision to “build back better,” the sector teams considered both
U.S. government aid and nongovernmental funding sources as
resources for the possible courses of action they identified. Low,
medium, and high estimates of the level of funds that might be
available from the Disaster Relief Fund; special appropriations for
disaster relief and recovery; steady-state federal programs funded
via normal annual program budgets; and private insurance were
estimated and reviewed with FEMA and other outside experts.
Nongovernmental funders (charitable and corporate foundations,
institutional investors, and venture capitalists) were also examined
as potential sources of funding. For each course of action, HSOAC
and FEMA sector teams then worked to assign possible funding
sources to the extent possible given current available information.
Eligibility requirements for many supplemental funding elements
are still unspecified, and thus possible funding sources are

14
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.

Ken Wiedemann/GettyImages
15
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
ASPR Office of the Assistant Secretary for Preparedness and Response

ATM automated teller machine
AUXCOMM auxiliary communications
CDBG-DR Community Development Block Grant–Disaster Recovery [HUD program]
CDC Centers for Disease Control and Prevention
CHC community health center
CINO Office of the Chief Innovation Officer
CIO Office of the Chief Information Officer
CMS Centers for Medicare & Medicaid Services
COG continuity of government
COOP continuity of operations
COR3 Central Office for Recovery, Reconstruction, and Resilience
CRIM Centro de Recaudación de Ingresos Municipales [English: Municipal Revenues
Collection Center]
CRRO Central Recovery and Reconstruction Office of Puerto Rico
CSR corporate social responsibility
DEDC Puerto Rico Department of Economic Development and Commerce
DHHS U.S. Department of Health and Human Services
DHS U.S. Department of Homeland Security
DNER Puerto Rico Department of Natural and Environmental Resources
DOC U.S. Department of Commerce
DoD U.S. Department of Defense
Aerial view of a damaged home DOE U.S. Department of Energy
in the mountainous area of DOI U.S. Department of the Interior
Barranquitas, Puerto Rico,
October 9, 2017.
Photo by Andrea Booher/FEMA

ABBREVIATION EXPLANATION ABBREVIATION EXPLANATION

DOL U.S. Department of Labor NFIP National Flood Insurance Program
DPS Puerto Rico Department of Public Safety NGO nongovernmental organization
DRD Department of Sports and Recreation NOAA National Oceanic and Atmospheric Administration
DRF Disaster Relief Fund NRCS Natural Resources Conservation Service
DTOP Puerto Rico Department of Transportation and Public Works NSF National Science Foundation
EDA Economic Development Administration NTIA National Telecommunications and Information Administration
EDB Economic Development Board O&M operations and maintenance
ELC Epidemiology and Laboratory Capacity OASH Office of the Assistant Secretary for Health
EOC emergency operations center ODSEC Oficina para el Desarrollo Socioeconómico y Comunitario [English: Office for
EPA U.S. Environmental Protection Agency Socioeconomic and Community Development]
EWDJT Environmental Workforce Development and Job Training OGPe Oficina de Gerencia de Permisos [English: Office of Permit Management]
EQB Environmental Quality Board OIGPe Oficina del Inspector General de Permisos [English: Office of Inspector General
FCC Federal Communications Commission of Permits]
FDA U.S. Food and Drug Administration OPPEA Oficina del Procurador de las Personas de Edad Avanzada [English: Office of
the Ombudsman for the Elderly]
FEMA Federal Emergency Management Agency
OT operational technology
FERC Federal Energy Regulatory Commission
P3 public-private partnerships
FHA Federal Housing Administration
PA Public Assistance [FEMA program]
FirstNet First Responder Network Authority
PAHO Pan American Health Organization
FOMB Financial Oversight Management Board
PBA Public Buildings Authority
FWS U.S. Fish and Wildlife Services
PDADs populations disproportionally affected by disasters
FY fiscal year
PDM Pre-Disaster Mitigation Grant Program
GIS geographic information system
PHEP Public Health Emergency Preparedness
GNP gross national product
PRASA Puerto Rico Aqueduct and Sewer Authority
GPR Government of Puerto Rico
PRBP Puerto Rico Planning Board
HM hazard mitigation
PRDE Puerto Rico Department of Education
HMGP Hazard Mitigation Grant Program
PRDF Puerto Rico Department of the Family
HRSA Health Resources and Services Administration
PRDEDC Puerto Rico Department of Economic Development and Commerce
HSOAC Homeland Security Operational Analysis Center
PRDNER Puerto Rico Department of Natural and Environmental Resources
HUD U.S. Department of Housing and Urban Development
PRDH Puerto Rico Department of Housing
IA Individual Assistance [FEMA program]
PRDOH Puerto Rico Department of Health
ICP Instituto de Cultura Puertorriqueña [Institute of Puerto Rican Culture]
PRDOJ Puerto Rico Department of Justice
IoT Internet of Things
PREC Puerto Rico Energy Commission
IT information technology
PREMA Puerto Rico Emergency Management Agency
KPI key performance indictors
PREPA Puerto Rico Electric Power Authority
LMR land mobile radio
PREQB Puerto Rico Environmental Quality Board
LNG liquiified natural gas
PRHTA Puerto Rico Highway and Transportation Authority
NAP Nutrition Assistance Program
PRIDCO Puerto Rico Industrial Development Company
NAPHSIS National Association for Public Health Statistics and Information Systems
PRIFA Puerto Rico Infrastructure Financing Authority
NCHS National Center for Health Statistics
PRiMEX Puerto Rico Manufacturing Extension
NDRF National Disaster Recovery Framework

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
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PRELIMINARY DRAFT FOR PUBLIC COMMENT, JULY 8, 2018

PRELIMINARY DRAFT – JULY 2, 2018

BELOW | CRUISE ABOVE |

PRELIMINARY DRAFT—JULY 8, 2018 PRELIMINARY DRAFT—JULY 8, 2018

2 Puerto Rico: An Island Undergoing Transformation .....................14

3 Puerto Rico’s Challenge ................................................................................22

4 Puerto Rico’s Opportunity...........................................................................44

5 Start with a Strong Foundation ...............................................................52

6 Build Resilient Communities, Modernize Infrastructure

8 Estimated Costs and Funding for Puerto Rico’s Recovery .......128

9 A Commitment to Transparency .............................................................142

13 Detailed Look at How the Plan Was Developed..............................371

PRELIMINARY DRAFT—JULY 8, 2018 | I | PRELIMINARY DRAFT—JULY 8, 2018

PRELIMINARY DRAFT—JULY 8, 2018 | II | | III | PRELIMINARY DRAFT—JULY 8, 2018

PRELIMINARY DRAFT—JULY 8, 2018 | IV | | V | PRELIMINARY DRAFT—JULY 8, 2018

PRELIMINARY DRAFT—JULY 8, 2018 | VI | | VII | PRELIMINARY DRAFT—JULY 8, 2018

5. Establish modern methods for providing both the public

Rebuild and strengthen maritime, Agricultural modernization

Support planning at the local level Other investments Digital transformation

Rebuild and enhance health and Advanced manufacturing

PRELIMINARY DRAFT—JULY 8, 2018 | VIII | | IX | PRELIMINARY DRAFT—JULY 8, 2018

recovery funds and optimize the long-term reconstruction SEPTEMBER 10

PRELIMINARY DRAFT—JULY 8, 2018 | X | | XI | PRELIMINARY DRAFT—JULY 8, 2018

PRELIMINARY DRAFT—JULY 8, 2018 | 1 | | 1 | PRELIMINARY DRAFT—JULY 8, 2018

PRELIMINARY DRAFT—JULY 8, 2018 | 2 | | 3 | PRELIMINARY DRAFT—JULY 8, 2018

FEDERAL LEGISLATION SUPPORTING THE DEVELOPMENT OF THIS PLAN Guiding Principles

jiawangkun via Adobe Stock

PRELIMINARY DRAFT—JULY 8, 2018 | 4 || 4 | | 5 | PRELIMINARY DRAFT—JULY 8, 2018

forward-looking, and adaptive. They emphasize doing things A Roadmap to Long-term

PRELIMINARY DRAFT—JULY 8, 2018 | 6 | | 7 | PRELIMINARY DRAFT—JULY 8, 2018

systems to meet the health, social, and economic needs of the

Resilient Communities, Modernize Infrastructure, and Restore social service infrastructure

PRELIMINARY DRAFT—JULY 8, 2018 | 8 | | 9 | PRELIMINARY DRAFT—JULY 8, 2018

PRELIMINARY DRAFT—JULY 8, 2018 | 10 | | 11 | PRELIMINARY DRAFT—JULY 8, 2018

PRELIMINARY DRAFT—JULY 8, 2018 | 12 | | 13 | PRELIMINARY DRAFT—JULY 8, 2018

Location, Hazards and Geography

PRELIMINARY DRAFT—JULY 8, 2018 | 14 | | 15 | PRELIMINARY DRAFT—JULY 8, 2018

PRELIMINARY DRAFT—JULY 8, 2018 | 16 | | 17 | PRELIMINARY DRAFT—JULY 8, 2018

PRELIMINARY DRAFT—JULY 8, 2018 | 18 | | 19 | PRELIMINARY DRAFT—JULY 8, 2018

PRELIMINARY DRAFT—JULY 8, 2018 | 20 | | 21 | PRELIMINARY DRAFT—JULY 8, 2018

PRELIMINARY DRAFT—JULY 8, 2018 | 22 | | 23 | PRELIMINARY DRAFT—JULY 8, 2018

PRELIMINARY DRAFT—JULY 8, 2018 | 24 | | 25 | PRELIMINARY DRAFT—JULY 8, 2018

PRELIMINARY DRAFT—JULY 8, 2018 | 26 | | 27 | PRELIMINARY DRAFT—JULY 8, 2018

water, electricity, and even food; being trapped

structures or personal property

in their communities because roads were

pharmacies; and elderly people getting injured

10,000–19,999 SBA home loans:

A lack of accurate ownership records meant

jobs because they had no gasoline to get to

because within the community we have

that many homeowners were not eligible for

Most properties were not insured federal assistance

Most poignant were the stories residents told

PRELIMINARY DRAFT—JULY 8, 2018 | 28 | | 29 | PRELIMINARY DRAFT—JULY 8, 2018

Nighttime lights in San Juan before and after Hurricane Maria

people in need and clear roadways

PRELIMINARY DRAFT—JULY 8, 2018 | 30 | | 31 | PRELIMINARY DRAFT—JULY 8, 2018

generators, often by incorporating cutting-edge approaches that

Damage to flood protection put people in

PRELIMINARY DRAFT—JULY 8, 2018 | 32 | | 33 | PRELIMINARY DRAFT—JULY 8, 2018

PRELIMINARY DRAFT—JULY 8, 2018 | 34 | | 35 | PRELIMINARY DRAFT—JULY 8, 2018

biodiversity and resilience in the longer-term. Municipal governments were severely