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Estructura, Retos Y Dinámicas Héctor Luis Acevedo, Editor

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Estructura, Retos Y Dinámicas Héctor Luis Acevedo, Editor Estructura, retos y dinámicas Héctor Luis Acevedo, editor Entrevista a los gobernadores de Puerto Rico Entrevista a los gobernadores de Puerto Rico Estructura, retos y dinámicas Héctor Luis Acevedo, editor Entrevista a los gobernadores de Puerto Rico Índice Entrevista al Lcdo. Rafael Hernández Colón .................................................................5 Entrevista al Lcdo. Carlos A. Romero Barceló ........................................................... 20 Entrevista al Dr. Pedro Rosselló González .................................................................. 46 Entrevista a la Sra. Sila María Calderón Serra ........................................................... 62 Entrevista al Lcdo. Aníbal S. Acevedo Vilá ................................................................. 72 Entrevista al Lcdo. Luis G. Fortuño Burset ...............................................................105 Entrevista al Lcdo. Alejandro García Padilla ............................................................139 5 Entrevista al Lcdo. Rafael Hernández Colón Gobernador de Puerto Rico (1973 - 1977) (1985 - 1993) Entrevistador: Colaboradores: José Efraín Hernández Acevedo Edwin Vélez y José Auffant Colom El gobernador Rafael Hernández Colón durante la entrevista realizada en su oficina en Ponce, Puerto Rico, el 21 de mayo de 2015 JEH: ¿Qué sistema adoptó para administrar la rama ejecutiva? RHC: La organización de la Fortaleza, con fines de administrar el Gobierno, se llevaba a cabo mediante un Cuerpo de Ayudantes a cargo de un director, simi- lar a la posición de «chief of staff». Las agencias gubernamentales se dividían en áreas, y cada ayudante tenía a su cargo las correspondientes a su agencia. La posición de «chief of staff» pasó a ser la de secretario de la Gobernación por medio de una orden ejecutiva durante nuestro segundo mandato. Entrevista a los gobernadores de Puerto Rico 6 El «chief of staff» tenía la responsabilidad de atender las distintas agen- cias. El proceso normal de la consideración de los temas se daba entre el jefe de agencia y el ayudante de área. Luego, de ser necesario, pasaba a la consi- deración del secretario de la Gobernación, y después, al gobernador. Eso no siempre ocurría de esa manera. Puede que el secretario de la Gobernación tu- viera la primera injerencia con el jefe de agencia concerniente o con el propio gobernador, dependía de la importancia y la urgencia del tema. Se recibían informes semanales de todos los ayudantes de todas las áreas. No eran informes de todas las agencias relacionadas, sino los temas que se estaban tramitando en estas en esos momentos. Yo revisaba esos informes semanales y daba mis instrucciones, las cuales podía darlas mediante me- morándum o en una reunión de «staff», que se celebraba los lunes a primera hora, en la que se discutían los informes. Durante esos primeros 4 años, establecimos los talleres del Nuevo Puer- to Rico. Estos eran reuniones interagenciales sobre distintos temas, en los que se buscaba profundizar en la política pública. Las reuniones solían ser mensuales o bimensuales, y se celebraban en horas de la noche. Estaban re- presentadas todas las agencias que se relacionabanTalleres de con la Comunidadel tema (económico, educativo, recreativo). Eran como seis o siete talleres. Simultáneamente, se organizó lo que vendríaNegociado a conocerse de Presupuesto como . En esos, normalmente no participaba, aunque en ocasiones asistí. Se llevaban a cabo en el antes llamado . Ahí, los distintos componentes de la sociedad civil relacionados con las diferentes áreas en que estaban divi- didos los talleres discutían la misma temática. Por medio de ese mecanismo se canalizaba la aportación de esos sectores hacia el gobernador. Consejos Cuando volvimos en el 1985, no se reprodujeron los talleres, pero se pro- veyó un sustituto en los llamados . Estos se dividían por área y se reunían una vez cada tres meses, aproximadamente. Ahí se trataban los pro- blemas de política pública y se coordinaban las acciones interagenciales. An- tes de las reuniones del Consejo, recibía informes sobre el plan de acción y el trabajo pautado durante el periodo correspondiente. De esta manera, podía estar debidamente preparado como gobernador y guiar a los jefes de agencia hasta los puntos de decisión a los que debían llegar. Toda la información de esto se encuentra en la Fundación. JEH: ¿Cómo funcionaba el gobernador con su Gabinete? RHC: No funcionaba con el Gabinete como tal, sino con los miembros corres- pondientes a determinadas áreas. Es decir, el secretario de Salud no partici- paba en una reunión de Desarrollo Económico. Los consejos y los talleres se agrupaban según las áreas de gobierno. Conforme a estas, interactuaba con los miembros del Gabinete, pero nunca lo convocaba como tal, porque eso permitía que se reuniera a un número de personas con responsabilidades muy distintas y no relacionadas entre sí. El Gabinete no era un cuerpo que Entrevista a los gobernadores de Puerto Rico 7 ayudara a gobernar desde el punto de vista del gobernador. No era un instru- mento funcional. Yo operaba con las agencias relacionadas con determinadas áreas amplias (salud, educación, desarrollo económico). JEH: ¿Cuáles eran sus fuentes de orientación programática? RHC: En la primera administración, tuve a la persona que preparó el Progra- ma del Partido como ayudante en la Fortaleza para ejecutar lo que se había dispuesto en este. Se canalizaron todas las acciones correspondientes. Esa persona, que estuvo por dos años (Ramón García Santiago, director de Presu- puesto, presidente de la Junta de Planificación, secretario de Servicios Sociales y secretario de Hacienda), fue uno de los mejores servidores públicos. Cuando llego por segunda vez a la gobernación, le encargué esta responsabilidad a la secretaria de la Gobernación. Claro, se llega con un programa, pero una vez se está en el Gobierno, comienzan entonces las dinámicas de las agencias y estas, a generar las prioridades día a día. En un aparte durante la entrevista, el gobernador Hernández Colón muestra la revisión de su próxima edición de su libro Derecho Procesal Civil a los profesores y abogados José Efraín Hernández Acevedo y Edwin Vélez Rodríguez. Al fondo, parte de su biblioteca personal. JEH: ¿Cómo era un día cualquiera en la Oficina del Gobernador? RHC: Durante nuestro primer cuatrienio, se estableció un programa para el uso del tiempo. Mediante memorando, disponía las actividades que iban a lle- varse a cabo cada día de la semana. Dentro de esa programación, se dejaban espacios para atender invitaciones, por lo que no era absolutamente rígida. Si surgía algo de mucha importancia, entonces se hacían alteraciones de tiem- po. Sin embargo, normalmente, se funcionaba con el memorando. Un tema de este eran las reuniones con los jefes de agencias, ayudantes y miembros del Entrevista a los gobernadores de Puerto Rico 8 equipo de trabajo que solicitasen. Otro tema eran las salidas y las entrevistas con alcaldes y legisladores individuales. Estas últimas eran reuniones de 15 minutos y se llevaban a cabo, por lo general, los miércoles. Las reuniones de gobierno con los presidentes de las cámaras y las comisiones de Hacienda eran continuas y no estaban limitadas a días específicos. Además, dentro de todo esto, tenía tiempo para ocuparme de las llamadas telefónicas y atender a mi familia, quienes también contaban con un tiempo programado. JEH: ¿Cómo ejercía el poder de nombrar? RHC: Se tiene que distinguir entre el nombramiento que hace el gobernador de una persona a quien conoce, cuyas capacidades reconoce a lo largo de la experiencia de su vida, y los demás. Ese tipo de nombramiento no necesita mucha investigación. Cuando nombré al juez José Trías Monge, no tuve que consultarle a nadie. Él fue mi profesor, lo conocí de toda la vida, trabajamos juntos en asuntos jurídicos, y él sabía lo que había sin necesidad de consul- tar. Se tiene que distinguir entre ese tipo de nombramiento y el que hace el gobernador de personas que no conoce, situación que se da en la mayoría de los casos. En este último, uno tiene que valerse de los informes. En el asunto de los jueces, las comisiones estudiaban a los candidatos, los evaluaban y ren- dían informes de evaluación. En el caso del Gabinete, era la secretaria de la Gobernación, quien, con sus ayudantes, hacía las investigaciones correspon- dientes y presentaba las alternativas para que el gobernador las estudiara, las valorara y tomara su decisión. Había nombramientos que llegaban por reco- mendaciones políticas. Esos se consideraban como todos los demás. Si había una recomendación política, muy bien. Pero esto no era lo determinante. Lo determinante eran los méritos. Si tenían las dos, era «frosting». Pero no era algo decisivo. No entrevistaba a las personas que constituían las alternativas. Si bien lo hacía con algunas, estas eran las que ya pensaba nombrar. Las entrevistaba, más bien, para ver su reacción a lo que quería que el funcionario hiciera en su puesto, a la política pública que ejercería allí. Tenía que estar convencido de que el nombrado haría lo que entendía que debía hacer. No podía correrme el riesgo de nombrar a personas que tuvieran su propia agenda y que actuaran fuera del marco estipulado. Cada vez hay menos gente dispuesta a trabajar en el servicio público, por- que los puestos en el Gobierno han perdido la imagen de respetabilidad que tenían antes. Durante una época, una persona que ocupaba una posición en el Gobierno gozaba de respeto y aprecio en la comunidad, lo que se ha ido perdiendo.
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