PROGRESOSERVICIOS BÁSICOS
AAA
AEE
TELECOMUNICACIONES
BLUE ROOFS
CARRETERAS CERRADAS
HOSPITALES
ESCUELAS CERRADAS
20 DE NOVIEMBRE
90%
49%
75%
11,196
—
67
2%
20 DE ENERO
97%
84%
97%
55,692
—
68
0%
20 DE MARZO
98%
93% clientes / 99%
generación
98%
59,434
27
68
0%
CAMBIOS Y PROPUESTAS PRINCIPALES
A.Cumbre Municipal de Emergencia
B. Cumbre Agencias con Gob y FEMA
C.Conferencia Anual NMEAD
D. “Capacity Building”
E. National Qualification System Program
F. Mutual Aid
G.“Rainy Day Fund”
30 DE MAYO
29 DE MAYO
30 DE MAYO – 1 DE JUNIO
Junio 15 (Finaliza)
2 AÑOS[40 personas]
PUNTO DE INFLEXIÓN:RETOS Y BUROCRACIA
1. 428
2. Retraso en trabajo permanente
3. Falta de urgencia y respuesta arbitraria a los CDL
4. Burocracia excesiva: trato de alto riesgo
TRATO DESIGUAL
RANK TROPICAL CYCLONE YEAR CATEGORY DAMAGE (U.S.)
1 KATRINA (SE FL, LA, MS) 2005 3 $125,000,000,000
1 HARVEY (TX, LA) 2017 4 $125,000,000,000
4 SANDY (Mid-Atlantic & NE US) 2012 1 65,000,000,000
5 IRMA (FL) 2017 4 50,000,000,000
6 IKE (TX, LA) 2008 2 30,000,000,000
7 ANDREW (SE FL/LA) 1992 5 27,000,000,000
8 IVAN (AL/NW FL) 2004 3 20,500,000,000
9 WILMA (S FL) 2005 3 19,000,000,000
10 RITA (SW LA, N TX) 2005 3 18,500,000,000
11 CHARLEY (SW FL) 2004 4 16,000,000,000
12 IRENE (Mid-Atlantic & NE US) 2011 1 13,500,000,000
13 MATTHEW (SE US) 2016 1 10,000,000,000
14 FRANCES (FL) 2004 2 9,800,000,000
15 ALLISON (N TX) 2001 TS 8,500,000,000
16 JEANNE (FL) 2004 3 7,500,000,000
17 HUGO (SC) 1989 4 7,000,000,000
18 FLOYD (Mid-Atlantic & NE U.S.) 1999 2 6,500,000,000
19 GUSTAV (LA) 2008 2 6,000,000,000
20 ISABEL (Mid-Atlantic) 2003 2 5,500,000,000
21 FRAN (NC) 1996 3 5,000,000,000
22 OPAL (NW FL) 1995 3 4,700,000,000
25 ALICIA (N TX) 1983 3 3,000,000,000
26 ISAAC (LA) 2012 1 2,800,000,000
27 GEORGES (FL Keys, MS, AL) 1998 2 2,500,000,000
27 DENNIS (NW FL) 2005 3 2,500,000,000
29 AGNES (FL/NE U.S.) 1972 1 2,100,000,000
32 FREDERIC (AL/MS) 1979 3 1,700,000,000
33 BOB (NC, NE U.S) 1991 2 1,500,000,000
33 JUAN (LA) 1985 1 1,500,000,000
35 CAMILLE (MS/SE LA/VA) 1969 5 1,420,700,000
36 BETSY (SE FL/SE LA) 1965 3 1,420,500,000
37 ELENA (MS/AL/NW FL) 1985 3 1,300,000,000
37 DOLLY (S TX) 2008 1 1,300,000,000
39 LILI (SC LA) 2002 1 1,100,000,000
40 ALBERTO (AL, GA) 1994 TS 1,030,000,000
41 BONNIE (Mid-Atlantic) 1998 2 1,000,000,000
ADDENDUM
3 MARIA (PR, USVI) 2017 4 90,000,000,000
23 GEORGES (USVI,PR) 1998 3 3,500,000,000
24 INIKI (Kauai, HI) 1992 4 3,100,000,000
29 MARILYN (USVI, PR) 1995 2 2,100,000,000
31 HUGO (USVI, PR) 1989 4 2,000,000,000
Table 3a. Mainland United States tropical cyclones causing at least 1 billion dollars of damage, 1900-
2017, (not adjusted for inflation).
RANK TROPICAL CYCLONE YEAR CATEGORY DAMAGE (U.S.)
1 KATRINA (SE FL, LA, MS) 2005 3 $125,000,000,000
1 HARVEY (TX, LA) 2017 4 $125,000,000,000
4 SANDY (Mid-Atlantic & NE US) 2012 1 65,000,000,000
5 IRMA (FL) 2017 4 50,000,000,000
6 IKE (TX, LA) 2008 2 30,000,000,000
7 ANDREW (SE FL/LA) 1992 5 27,000,000,000
8 IVAN (AL/NW FL) 2004 3 20,500,000,000
9 WILMA (S FL) 2005 3 19,000,000,000
10 RITA (SW LA, N TX) 2005 3 18,500,000,000
11 CHARLEY (SW FL) 2004 4 16,000,000,000
12 IRENE (Mid-Atlantic & NE US) 2011 1 13,500,000,000
13 MATTHEW (SE US) 2016 1 10,000,000,000
14 FRANCES (FL) 2004 2 9,800,000,000
15 ALLISON (N TX) 2001 TS 8,500,000,000
16 JEANNE (FL) 2004 3 7,500,000,000
17 HUGO (SC) 1989 4 7,000,000,000
18 FLOYD (Mid-Atlantic & NE U.S.) 1999 2 6,500,000,000
19 GUSTAV (LA) 2008 2 6,000,000,000
20 ISABEL (Mid-Atlantic) 2003 2 5,500,000,000
21 FRAN (NC) 1996 3 5,000,000,000
22 OPAL (NW FL) 1995 3 4,700,000,000
25 ALICIA (N TX) 1983 3 3,000,000,000
26 ISAAC (LA) 2012 1 2,800,000,000
27 GEORGES (FL Keys, MS, AL) 1998 2 2,500,000,000
27 DENNIS (NW FL) 2005 3 2,500,000,000
29 AGNES (FL/NE U.S.) 1972 1 2,100,000,000
32 FREDERIC (AL/MS) 1979 3 1,700,000,000
33 BOB (NC, NE U.S) 1991 2 1,500,000,000
33 JUAN (LA) 1985 1 1,500,000,000
35 CAMILLE (MS/SE LA/VA) 1969 5 1,420,700,000
36 BETSY (SE FL/SE LA) 1965 3 1,420,500,000
37 ELENA (MS/AL/NW FL) 1985 3 1,300,000,000
37 DOLLY (S TX) 2008 1 1,300,000,000
39 LILI (SC LA) 2002 1 1,100,000,000
40 ALBERTO (AL, GA) 1994 TS 1,030,000,000
41 BONNIE (Mid-Atlantic) 1998 2 1,000,000,000
ADDENDUM
3 MARIA (PR, USVI) 2017 4 90,000,000,000
23 GEORGES (USVI,PR) 1998 3 3,500,000,000
24 INIKI (Kauai, HI) 1992 4 3,100,000,000
29 MARILYN (USVI, PR) 1995 2 2,100,000,000
31 HUGO (USVI, PR) 1989 4 2,000,000,000
Table 3a. Mainland United States tropical cyclones causing at least 1 billion dollars of damage, 1900-
2017, (not adjusted for inflation).
VISIÓN ÁREAS CRÍTICAS
1. Energía Eléctrica
2. Agua potable y no potable
3. Transportación
4. Comunicación / Sistemas de Información
5. Educación
6. Edificios Públicos
7. Municipios
8. Salud y Servicios Sociales
9. Vivienda
10.Desarrollo de Capacidad
“Capacity Building”
11.Recursos Naturales y Culturales
12.Economía
GENERAL ORGANIZATIONAL CHART
STRATEGY LEGALGRANTS MGMT.& OVERSIGHT
TASK FORCES
FEDERAL AGENCIES
COMMUNICATIONS, SECTOR ENGAGEMENT & OUTREACH
INDEPENDENT AUDIT AND RESOLUTION COMMITTEE
PREMA
OGP
AAFAF’S RECOVERY PROCUREMENT GROUP
CENTRALOFFICE FOR
RECOVERY,
RECONSTRUCTION
& RESILIENCYGOVERNOR
OF PUERTO RICO
MULTI-STAKEHOLDER RECOVERY ADVISORY
COMMISSION
P3 AUTHORITY
TRANSPARENCY, DATA MANAGEMENT AND REPORTING
COR3 RECOVERY SECTORS TASK FORCES ORGANIZATIONAL CHART
TRANSPORTATION-INFRASTRUCTURE SYSTEMS
ECONOMICS HOUSINGPUBLICS BUILDINGS-INFRASTRUCTURE SYSTEMS
POWER-INFRASTRUCTURE SYSTEMS
COMMUNITY PLANNING
CAPACITY BUILDING
Coordinating Agency:
Department of Public
Safety (PR Emergency
Management Agency);
Planning Board; Office for
Socioeconomic and
Community Development;
COR3
Coordinating Agency:
Department of
Economic
Development and
Commerce; COR3
Coordinating Agency:
Public Building Authority;
COR3
Coordinating Agency:
Department of
Housing; COR3
MUNICIPALITIES-INFRASTRUCTURE SYSTEMS
COMMUNICATIONS/IT-INFRASTRUCTURE SYSTEMS
EDUCATIONWATER-INFRASTRUCTURE SYSTEMS
Coordinating Agency:
Puerto Rico Aqueduct
and Sewer Authority;
COR3
Coordinating Agency:
Puerto Rico
Telecommunications
Regulatory Board; Puerto
Rico Innovation and
Technology Services
(PRITS); Department of
Public Safety; COR3
Coordinating Agency:
Department of Health;
Department of Family
Affairs; Department of
Education; COR3
Coordinating Agency:
Puerto Rico Governor’s
Municipalities Advisor;
COR3
Coordinating Agency:
Department of
Transportation and
Public Works; COR3
Coordinating Agency:
Puerto Rico Electric
Power Authority; State
Public Policy Energy
Office; COR3
Coordinating Agency:
Department of Natural
and Environmental
Resources of Puerto
Rico; Institute of Puerto
Rican Culture; COR3
Coordinating Agency:
Departments of
Education, Housing,
Family, Public Safety,
Transportation, Public
Works, PRASA, PREPA;
COR3
NATURAL AND
CULTURAL RESOURCES
HEALTH & SOCIAL
SERVICES
RECOVERY ADVISORY SUPPORT BY AREA
STRATEGY LEGAL TASK FORCES
Strategic and Compliance
Services
GRANTS MGMT.& OVERSIGHT
COMMUNICATIONS, SECTOR ENGAGEMENT
& OUTREACH
Data
Management
Project
Formulation
(PA/HMGP)Grant Claim
Review
TRANSPARENCY, DATA MANAGEMENT
AND REPORTING
RECOVERY STRATEGIC
AND COMPLIANCE SERVICES PROJECT FORMULATION GRANT CLAIM DATA MANAGEMENT
▪ Short, Medium and Long Term Strategic
Planning. This involves the close coordination of all Federal Funding
sources in response to Recovery activities.
▪ Development of guidance documentation to implement Federal
policy and regulation across all disaster recovery funding resources, including
development of a payment process for standardized grant claim review,
Standard Operating Procedures, and Compliance Guides.
▪ Design and implementation of reporting requirements to maximize the
transparency of Recovery.
▪ Design and implementation a close out
process to ensure grant compliance and maximizing federal grant funding.
▪ Design and implement a quarterly reporting process and other required
federal grant reporting.
▪ Develop and implement training and
monitoring program for subrecipientsthat addresses Federal grants program
guidance, policy and regulation, including procurement procedures
and grant administration.
▪ Provide technical assistance to State
Agencies, Municipalities, and Private Non-
Profits (Subrecipients) in development of
project worksheets.
▪ Collaborate on project formulation,
including damage; Information; project
development (define both small and large
projects’ scope, size, and damages, cost
estimating, that will be the basis of each
Project Worksheet); project submittals.
▪ Assist with the management of FEMA
and/or other federal grants, arranging for
routine status/action plan meetings,
establishing priorities, scope changes and
updates at meetings.
▪ Develop improved and/or alternate project
requests for submission to FEMA and/or
other federal grants.
▪ Provide knowledge and expertise on FEMA,
HUD/Community Development Block Grant
(CDBG), Section 428, and other federal
disaster grant and assistance programs
▪ Develop Section 406 Hazard Mitigation
Proposals (HMPs) where mitigation actions
can minimize future disaster impacts.
▪ Develop Section 404 Hazard Mitigation
strategies.
▪ Review requests for reimbursement or
advance of funds.
▪ Monitor all grant management, grant
accounting, and reconciliations.
▪ Provide recommendation on requests
for reimbursement or advance of funds.
▪ Assess grant management and claims internal controls and procedures for
Puerto Rico and subgrantees.
▪ Provide the needed support to
comply and implement the requirements set forth in the Bipartisan
Budget Act of 2018 that are related to disaster and recovery matters.
▪ Provide knowledge and expertise on FEMA, HUD/Community Development
Block Grant (CDBG), Section 428, and other federal disaster grant and
assistance programs
▪ Provide knowledge and expertise
associated with the environmental review and permitting process with
opportunities for accelerated review where appropriate.
▪ Management of all information and
data associated to disaster recovery programs, projects and recovery efforts
to be implemented by the CRRO.
▪ Implement and assist with the ongoing
operations of a Grants Management System across all Federal granting
programs.
▪ Formulate recommendations and
implement an action plan for the adequate management of all the
backlog or past information and data generated since hurricanes Irma and
Maria hit Puerto Rico.
▪ Recommend, implement and ensure
transparency in reporting of recovery progress both 10 externally and internally,
including Web-site development.
▪ Provide a standard integration
mechanism to incorporate recovery progress data and other relevant data
into existing executive and citizen-based dashboards and websites.
▪ Recommend and advance innovative and web-based methods that can help
in providing internal and external visibility of progress of recovery efforts for the
benefit of Government, Federal and general public, specifically Puerto Ricans
directly affected by the hurricanes Irma and Maria.
DELOITTE ICF ICF CGI
RECOVERY ADVISORY SUPPORT
SEPTEMBER OCTOBER DECEMBER JANUARY FEBRUARY MARCHNOVEMBER
Hurricanes
Irma and
Maria
Executive
Order 65
Creation of
the COR3
Built Back
Better Petition
to Congress
Public Private
Partnership
Board of
Director
Authorization
of the COR3
COR3 PROCUREMENT PROCESS (RFP’S)
Selection of
the Main
Consultants
GAR transition
to COR3
30 Day
Progress
Report
presented to
Congress
CDBG DR
Public
Hearings
APRIL
2017 2018
Launch of
new program
associated
with the
Hazard
Mitigation
Grant
Program
(HMGP)
RECOVERY & RECONSTRUCTION
TIMELINE