First 100 Days

Act early. Report every week.

The first 100 days begin after taking office. This is a proposed work schedule: each week has named responsibilities, specific actions, and an achievable deliverable. Work on healthcare, housing, and marijuana reform would run in parallel from the start; the weekly focus does not mean waiting to begin the other priorities.

The administration would use existing authority where it can, seek legislation where it must, and publish what actually happened. Congress controls whether and when bills pass. Courts, state and local powers, appropriations, and required public procedures also shape the timetable. Existing benefits and protections remain in force until lawfully changed.

Proposed new-benefit eligibility: All American-born citizens, including citizens born on U.S. military bases abroad. The campaign proposal excludes naturalized citizens and other citizens born abroad from the new benefit programs. This is proposed policy, not current eligibility law; it requires constitutional and statutory review and does not change anyone’s citizenship.

WEEK 1 · DAYS 1–7

Set the priorities. Put people in charge.

The opening week would turn the three priorities into assigned work, rather than leave them as campaign promises.

• President and White House: Issue a lawful directive assigning healthcare, housing, and marijuana reform leads, with a shared delivery team and a weekly progress meeting. Start necessary nominations and use acting officials only as the law permits.
• HHS, HUD, DOJ and OMB: Identify what each agency can do now, what requires a rulemaking, and what needs a new law or appropriation. Record existing court orders, deadlines, and commitments that must be honored.
• Public accountability: Publish a commitment register with an owner, a due date, a legal route, and a status for each opening action. Begin meetings with congressional leaders and relevant committee staff.

Target by week’s end: A published responsibility chart, a first-week action register, and a dated schedule for agency reviews. This is an organizational accomplishment, not a claim that new benefits have begun.

Day-one instructions and the first decision meeting

Prepare a separate action sheet for each directive: purpose, lawful authority, responsible official, existing funds available, required consultations, and publication route. Agency counsel should flag any action that would change a statutory entitlement or require a process that cannot be skipped. Preserve operating services while the review proceeds.

The first delivery meeting would resolve ownership gaps, identify decisions only the president can make, and separate urgent continuity risks from longer-term design work. Start an interagency dependency list so HHS, HUD, DOJ, Treasury, and OMB do not each assume another office owns the same task. Record the next decision and the evidence required for it.

WEEK 2 · DAYS 8–14

Build the healthcare plan around actual access.

Coverage should lead to a qualified clinician and timely care. Design work would begin with patients, providers, and the systems already operating.

• HHS and CMS: Establish available baselines for insurance coverage, patient spending, appointment waits, provider shortages, and rural access. Identify missing data instead of presenting estimates as exact counts.
• Patients and healthcare workers: Hold working sessions on covered services, prescriptions, mental healthcare, disability access, reimbursement, and continuity of treatment. Include hospitals, independent practices, nurses, and community clinics.
• Transition planning: Publish the questions the healthcare bill must answer: who qualifies, what care is covered without patient charges, how providers are paid, and how people move from existing coverage without losing treatment.

Target by week’s end: A healthcare design brief, a data-source list, and a written continuity-of-care requirement. Nationwide enrollment would still depend on enacted law, financing, and operational readiness.

Define the healthcare questions before drafting benefits

Create a service-by-service design worksheet covering primary and specialist care, emergency treatment, prescriptions, mental healthcare, rehabilitation, and disability-related needs. For each, identify the proposed coverage decision, clinical capacity required, and costs still needing analysis. This worksheet would organize the legislative request; it would not itself create coverage.

Map a patient’s route from an initial appointment to referral, treatment, payment, and appeal. Include a rural patient and someone already receiving long-term treatment in the design review. Identify where delays arise from staffing, clinical follow-up, network arrangements, or paperwork, since each requires a different response.

WEEK 3 · DAYS 15–21

Find the housing projects that can move.

The first practical housing work would identify stalled supply, repair needs, and the decisions holding projects back.

• HUD and partner agencies: Inventory existing housing programs and available appropriations. Request a pipeline of repair, preservation, and construction projects from willing state, local, and tribal partners, including Southern California communities.
• Local partners: Identify permitting delays, infrastructure gaps, financing problems, and expiring affordability commitments. Distinguish federal bottlenecks from zoning and approvals controlled locally.
• Delivery standards: Draft selection criteria covering affordability duration, accessibility, displacement risk, infrastructure, realistic costs, and readiness. Invite builders, tenant organizations, public housing agencies, and nonprofit providers to identify workable approaches.

Target by week’s end: A housing bottleneck report and published project-selection criteria. Projects would not be described as funded, approved, or under construction before those milestones actually occur.

Give the housing pipeline a usable project record

Request a standard record for candidate projects: site control, current occupancy, repairs needed, affordability restrictions, permitting stage, utilities, estimated costs, financing sources, and the next blocking decision. Identify which estimates have supporting documents and which are preliminary. Do not rank an incomplete proposal as construction-ready simply because its announced unit count is large.

For occupied properties, request a relocation and right-to-return proposal where relevant, and identify who would handle tenant complaints. Compare preservation and construction using the affordability years secured and full lifecycle costs, not just the initial award. Any project selection would follow applicable program rules and available appropriations.

WEEK 4 · DAYS 22–28

Start marijuana reform on both legal tracks.

Federal legalization and relief for past convictions require related but different actions. Work on both would begin immediately.

• DOJ and the White House: Establish a federal marijuana clemency review with published criteria, verification requirements, case ownership, and a process for checking whether another sentence or legal hold would prevent release.
• Legislative team: Prepare the federal legalization framework, including the treatment of existing convictions, record relief, age restrictions, product testing and labeling, impaired driving, and the transition for lawful businesses.
• State coordination: Invite governors, state legislatures, prosecutors, and courts to develop parallel pardon, resentencing, and record-clearing processes under their own authority. Federal clemency does not itself erase a conviction.

Target by week’s end: A federal review process and a written legalization framework by the end of the first month. State convictions would not be represented as pardoned by the president.

Specify the legal changes and the relief workflow

The legalization drafting team would identify federal provisions that need amendment, the agencies affected, and the relationship between legalization, taxation, product standards, record relief, and immigration consequences. A change to one legal category should not be advertised as resolving every related issue. Prepare questions for congressional sponsors rather than assuming a single executive signature can accomplish the full reform.

For clemency review, design a documented case path from record verification to recommendation, presidential decision, notice, and implementation. Keep personally identifying information out of the public dashboard. State coordination would ask which officials hold the relevant authority and what additional state legislation or court action is necessary.

WEEK 5 · DAYS 29–35

Show how the priorities would be paid for.

The financing work would make the tradeoffs visible before the administration promises a fully funded program.

• Treasury and OMB: Publish preliminary cost ranges and financing options for healthcare and housing, including administration, workforce expansion, and transition costs. Separate federal spending from total national spending and household costs.
• Tax design: Define the proposed top-15% individual tax boundary by filing status and available income data. Show marginal-rate examples, coordinate individual and household treatment, and avoid counting the same income twice.
• Business and revenue review: Assess large-corporation tax changes and targeted small-business relief with industry-specific definitions. Identify legal, valuation, avoidance, and implementation questions for proposed investment, inheritance, and wealth taxes.

Target by week’s end: A public financing options paper with assumptions, distribution examples, uncertainties, and an identified funding gap if one remains. Tariffs and hoped-for administrative savings would not be booked as guaranteed revenue.

Build the budget as a set of reconciled accounts

Prepare a program-by-program ledger showing startup costs, ongoing benefits or services, administration, workforce, and evaluation. Identify transfers between existing programs and genuinely new spending. Use a single revenue ledger across the Real Deal so the same proposed tax receipts are not assigned to healthcare, housing, and education simultaneously.

Run lower-revenue and higher-cost scenarios. Show which implementation choices would change, what remains protected under existing law, and which financing decisions require Congress. Seek external scrutiny of the assumptions; do not label an administration estimate an independent congressional score. Publish unresolved gaps rather than closing them with unspecified efficiency savings.

WEEK 6 · DAYS 36–42

Put legislation in front of Congress.

By this stage, the administration should have more than an outline: it should have concrete legislative requests ready for sponsors and scrutiny.

• White House legislative team: Transmit healthcare, housing, and marijuana proposals to congressional leaders and potential sponsors, with plain-language summaries, implementation schedules, and section-by-section explanations.
• Committee engagement: Request hearings and technical feedback. Supply the information congressional committees need to seek independent budget and distributional analysis; the administration cannot dictate that analysis or its completion date.
• Broader platform: Publish the next-stage schedule for education, wages and worker training, public safety, and other Real Deal proposals. Keep named staff responsible for those tracks while the three opening priorities advance.

Target by week’s end: Three legislative requests transmitted, public summaries released, and an announced engagement schedule. A presidential request would not be labeled an introduced bill until a member of Congress actually introduces it.

Make each legislative request ready for scrutiny

Attach a section-by-section explanation, definitions, transition provisions, administrative responsibilities, budget assumptions, and unresolved choices to each request. Identify which provisions can operate independently and which depend on another title or appropriation. Request technical feedback on interactions with current benefits and state systems.

Prepare a response file for questions about eligibility, financing, appeals, provider or project readiness, and the proposed effective dates. Record whether a concern produces a revision or remains disputed. If a sponsor introduces legislation, link the actual text and explain departures from the campaign request instead of assuming the two documents are identical.

WEEK 7 · DAYS 43–49

Make the improvements already within reach.

Legislation would proceed alongside lawful administrative work. The administration should not wait for a comprehensive bill to improve how existing services operate.

• Agency delivery teams: Choose a small set of verified service bottlenecks from the first-month reviews: confusing application instructions, duplicate documentation, inaccessible information, or preventable handoff delays.
• Agency counsel and budget staff: Confirm authority, funding, procurement requirements, privacy protections, and any required notice or public-comment process before implementation. Publish proposed rules as proposals, rather than describing them as final.
• Operations: Make straightforward guidance and accessibility corrections that can lawfully be completed now. For larger changes, publish the action, responsible office, and next decision date.

Target by week’s end: A list of actual administrative changes, with links to the guidance or notices issued. Count only changes that have taken effect; separately list items still in rulemaking or development.

Choose improvements with a short, verifiable delivery path

Prioritize corrections discovered during agency reviews that can be completed with existing authority and resources: a broken public instruction, an inaccessible document, or a documented handoff failure. Confirm the underlying problem with service staff and users before selecting a remedy. An apparent duplicate requirement may have a legal purpose that must be understood first.

For each chosen correction, retain the before-and-after instruction, effective date, responsible office, and a way to report a new problem. Check that staff handling the service have the same guidance as the public. Measure whether the change reduces errors or repeat contacts; publishing a revised webpage alone is not proof of better service.

WEEK 8 · DAYS 50–56

Prepare the healthcare workforce and transition.

A coverage promise must be backed by staff, facilities, reliable payments, and a transition people can understand.

• HHS and workforce partners: Develop options to expand training, clinical placements, residency capacity, and retention in shortage areas. Distinguish measures available under existing programs from new slots or grants needing appropriations.
• CMS and providers: Test payment and administrative scenarios with hospitals, clinics, and independent practices. Identify risks to appointment availability, rural facilities, prescription access, and ongoing treatment.
• Implementation team: Publish an enrollment and appeals design, patient-assistance arrangements, privacy requirements, and a staged transition checklist. Review proposed birthplace eligibility for constitutional and statutory issues before proposing an operational rule.

Target by week’s end: A workforce plan, provider-payment options, and a continuity-of-care checklist. New coverage would not launch merely because a planning deadline has arrived.

Test the payment and staffing plan before a coverage launch

Prepare provider-payment scenarios that distinguish hospital, independent-practice, rural, and shortage-area conditions. Identify the cash-flow risk if payments are delayed and the effect of proposed rates on participation. Design a reconciliation and dispute process rather than leaving providers to resolve errors through an undefined help desk.

For workforce expansion, list the limiting resource at each stage: faculty, training sites, supervisors, residency positions, or retention. Assign a funding route and realistic lead time to each. More training places cannot produce fully qualified clinicians immediately; short-term access plans and longer-term education investments need separate milestones.

WEEK 9 · DAYS 57–63

Turn the housing pipeline into delivery agreements.

The aim would be to move promising projects toward decisions with named partners and documented conditions.

• HUD and willing local partners: Advance a shortlist through readiness and affordability review. Identify the land, financing, infrastructure, permits, and public participation each project still needs.
• Funding officials: Where existing authority and appropriations allow, move eligible applications through the established process. If a new competition or funding request is needed, publish its criteria and next steps instead of promising an award.
• Community protections: Document affordability terms, accessibility, tenant protections, relocation risks, and how residents can raise concerns. Seek local agreements on permitting improvements rather than claiming federal control over every zoning decision.

Target by week’s end: A project pipeline with each project labeled proposed, under review, funded, permitted, started, or completed. The realistic early achievement is moving decisions forward; most new homes will take longer than 100 days to finish.

Resolve project conditions in the order they block delivery

Use the housing shortlist to identify the next actionable decision for each eligible project. A project lacking site control needs a different intervention from one awaiting a utility connection or final financing. Convene the relevant public and private partners around those specific conditions rather than another general announcement of intent.

Document cost contingencies, completion responsibility, affordability enforcement, and inspection requirements before an award or agreement is finalized. For a stalled project, identify whether repair, redesign, replacement, or withdrawal is the better use of public resources. Keep proposed financing separate from money legally committed.

WEEK 10 · DAYS 64–70

Move verified marijuana relief cases forward.

Relief would be judged by completed legal actions and their actual effect on people, rather than the number of press announcements.

• Federal clemency team: Present verified cases and any proposed categorical relief for presidential decision. Prioritize cases with a clear marijuana-related basis for relief and identify mixed-offense cases requiring separate review.
• DOJ and the Bureau of Prisons: For relief actually granted, verify the sentence calculation and other holds, notify the affected person and counsel as appropriate, and coordinate lawful release and reentry steps where applicable.
• Federal and state partners: Publish aggregate review and decision counts with privacy protections. Continue negotiations on legislation for record clearing and state cooperation; do not describe a pardon as automatic expungement.

Target by week’s end: An initial verified decision docket and a public implementation report for any relief granted. If cases are not ready, explain the remaining checks instead of claiming releases that have not occurred.

Verify that relief changes the person’s actual situation

For any federal relief approved, check the legal instrument against the affected record and sentence, then confirm the implementing office has received it. Track relief granted and relief implemented as separate stages. Identify remaining holds, unrelated convictions, and record consequences that the decision does not resolve.

Prepare understandable notices and identify the existing official route for questions or corrections. Coordinate reentry work only where it is applicable and authorized. A public aggregate report should describe the reporting period and avoid exposing case details or implying that every person reviewed was eligible for relief.

WEEK 11 · DAYS 71–77

Build oversight into the programs before expansion.

Public money needs clear controls, and people need a way to challenge mistakes without being lost in bureaucracy.

• OMB and agency program teams: Publish the proposed controls for eligibility decisions, payments, procurement, conflicts of interest, fraud reporting, appeals, and independent evaluation. Coordinate with inspectors general while respecting their independence.
• Technology teams: Set accessibility, privacy, security, and reliability requirements for new systems. Test with representative users and synthetic data before collecting sensitive information for a program that has not been authorized.
• Public accountability: Create a plain-language correction log for errors in the delivery dashboard and a process for reporting failures. Protect whistleblower and complaint channels under existing law.

Target by week’s end: An oversight and appeals framework, a testing schedule, and named officials accountable for correcting problems. A website demonstration would not be counted as a functioning national benefit system.

Put error correction into the operating design

For proposed benefit and payment systems, write a decision notice in plain language and test whether a person can understand the reason, the evidence needed, and the review route. Separate suspected fraud from ordinary errors and incomplete records; a flag should not be treated as a final finding.

Develop procurement and technology review criteria that cover ownership of data, access controls, accessibility, vendor responsibilities, incident handling, and continuity if a supplier fails. Obtain the required reviews before using real sensitive data. An attractive demonstration should not bypass the safeguards required of an operating public service.

WEEK 12 · DAYS 78–84

Negotiate openly and publish the tradeoffs.

The president would press the case for the priorities while making the practical consequences of proposed compromises clear.

• President and congressional team: Meet with lawmakers on the provisions preventing agreement. Request committee action where sponsors support it, and publish the next legislative milestones without promising control over floor schedules or votes.
• Treasury, OMB and agencies: Update costs and delivery assumptions when eligibility, benefits, taxes, or phase-in dates change. Clearly distinguish administration estimates from analysis issued by congressional scorekeepers.
• Public engagement: Explain unresolved choices and respond to substantive objections from patients, workers, businesses, housing partners, and affected communities. Record which changes preserve or alter the published campaign proposal.

Target by week’s end: A revised legislative status and tradeoff report: sponsors, hearings held or requested, analyses received or pending, unresolved provisions, and the next requested action.

Negotiate against a visible set of choices

Maintain a comparison between the campaign proposal, the administration’s request, and any congressional text under discussion. Identify changes to coverage, eligibility, financing, phase-in, and oversight. Explain what a compromise would accomplish and what it would leave unfinished without publishing confidential negotiations as if they were an agreement.

Ask agencies to update delivery assumptions when the text changes. A smaller appropriation, different benefit, or later effective date may require a different operational plan. Keep the next lawful administrative action moving while Congress considers the request; do not use delay as a justification to spend money without authority.

WEEK 13 · DAYS 85–91

Test whether the delivery plans work.

The final month would include practical tests of the proposals, not just another round of speeches.

• Healthcare and housing teams: Walk through realistic scenarios: a patient in ongoing treatment, an incorrect eligibility decision, a small practice awaiting payment, a renter facing displacement, and a housing project delayed by infrastructure.
• Program operations: Test complaint routing, appeals, accessible forms, staff handoffs, and outage response in a controlled environment. Record failures and assign corrections with dates.
• Budget and legal teams: Check whether the planned launch sequence still matches enacted authority, available funds, staffing, and actual legislative progress. Where a bill is pending, identify preparations that can proceed without spending unauthorized funds.

Target by week’s end: A delivery-readiness report with tests passed, problems found, corrective actions, and launch conditions. Testing would not be used to imply that Congress has approved a program.

Run end-to-end rehearsals with failure cases

Test more than the successful application. Include a missing record, a corrected address, an inaccessible notice, a disputed denial, a delayed payment, and a system outage. Use controlled examples and document the expected result before the test so failures cannot be reclassified after the fact.

For each significant failure, name the corrective owner, retest condition, and effect on launch readiness. Test an alternative service route for people who cannot complete an online process. Readiness means staff, instructions, escalation, and recovery work together; it is more than a completed software screen.

WEEK 14 · DAYS 92–98

Set the next deadlines and close the gaps.

The administration would use the final full week to turn the first 100 days into a delivery schedule for the months that follow.

• White House delivery team: Audit every commitment against evidence. Reconcile agency reports, remove duplicate counts, and flag milestones that slipped or were changed.
• Priority leads: Publish day-180 and one-year milestones for enacted measures. For pending legislation, identify the next decision, the negotiating lead, and the lawful administrative work continuing in parallel.
• President: Hold a public progress review, explain missed targets and obstacles, and name the adjustments. Update the broader Real Deal work schedule so the opening priorities do not crowd out the rest of the agenda indefinitely.

Target by week’s end: A verified draft scorecard and a forward schedule with responsible agencies, dependencies, funding status, and the next public reporting date.

Turn the closing review into a funded next-stage plan

Ask each lead to reconcile the original action register with published evidence and spending records. Identify canceled, combined, or revised commitments explicitly so they do not disappear from the count. Report obligations, outlays, and estimated future costs using their proper categories.

Prepare a day-180 schedule with the next deliverable, owner, authority, funds, and blocking decision for each continuing track. Include work on wages, education, production, infrastructure, and government reform alongside the three opening priorities. The final review should identify choices the president must make next, not simply summarize meetings held.

DAYS 99–100

Publish the record. Commit to the next stage.

Release the final 100-day scorecard with the original commitment beside the evidence, current status, responsible office, money committed or spent, and next deadline. Hold a public briefing and publish answers to the main questions raised.

• Completed executive action: Link to the signed action, published guidance, operational change, or individual relief decision, and explain when it takes effect.
• Legislative progress: Identify actual bill numbers, sponsors, hearings, votes, and enacted provisions where they exist. Label requests and negotiations honestly when those steps have not occurred.
• Delivery results: Report verified service improvements, housing milestones, and relief implemented. Do not add proposed homes to completed homes or count an eligibility proposal as people newly covered.
• Unfinished work: Explain the obstacle, decision needed, owner, and revised date. Publish the next reporting schedule rather than treating day 100 as the end of accountability.

Realistic day-100 outcome: A functioning delivery process, concrete legislative proposals, completed lawful administrative improvements, verified progress on eligible relief cases, and an evidence-based next-stage schedule. Enacted legislation or new program launches would be reported only if they actually happened.

A scorecard people can check.

Each entry would use one status: not started, in progress, submitted for review, blocked, or completed. A revision is a separate dated change to the target or scope, not a substitute for reporting the current stage. Name the output and link its evidence; “completed” applies only to that output, not to an entire policy or public benefit. Publish the missing decision for a blocked item and the reason for any revision. The public reporting target is one update each week, plus the full day-100 review.

Built around the powers of the office.

This schedule is a campaign planning proposal, not an official government program or a cost estimate. Executive action must rest on valid legal authority. Major new taxes, spending, and benefit changes require Congress. Federal clemency cannot pardon state offenses, and a pardon does not automatically expunge a record. Housing delivery also depends on state, local, tribal, and private partners.

Background: Congressional Research Service: executive orders · DOJ: clemency limits and effects · HUD: existing housing programs · CBO: healthcare financing.

These sources explain institutions and constraints; they do not endorse the campaign or validate its proposed costs. Read The Real Deal for the wider platform and FAQ for the current answers.

Keep the weekly agenda moving when obstacles appear.

The weekly schedule is an organizing tool. It needs a method for making decisions when evidence is incomplete, a bill stalls, or an operational problem emerges. The following delivery discipline expands the existing commitment to publish progress; it does not make congressional action or a court outcome predictable.

Read the wider governing framework →

Read each weekly result at the right level.

A progress report should let readers distinguish preparation from delivery. The same word—complete—should not be used for every kind of milestone.

A document is complete.

A draft, review, or design brief is available for examination, with its scope, assumptions, and unresolved decisions identified. That is progress in preparation. It does not establish a benefit, provide an appropriation, or prove that the operational systems are ready.

A decision is pending elsewhere.

Identify the decision, the body that must make it, the request already submitted, and what the administration can still do lawfully while it waits. A dependency should be visible rather than hidden behind a general statement that work continues. Do not promise another body’s approval date.

A service is ready to begin.

Readiness requires more than a public announcement. Check the legal route, available resources, staff, systems, application instructions, accessibility, and error handling. For an initial test, state the actual scope so a limited effort is not mistaken for a nationwide launch.

A result has been delivered.

Report the service or output actually received, the period measured, and the evidence supporting the count. Separate homes under construction from completed homes, applications received from decisions issued, and people enrolled from patients obtaining timely care. Explain missing or incomplete data.

A target has changed.

Keep the original target, the revised target, the reason, and the effect on cost or later work together. That lets the public distinguish a reasonable correction from an unacknowledged failure. The closing report on days 99–100 should preserve this history for the work that follows.

Keep the wider Real Deal moving in parallel.

The opening priorities would receive the greatest delivery attention. The following tracks would also begin in the first 100 days, using preparation, existing lawful operations, and legislative requests according to their readiness. These are proposed work products, not promises that every reform will become law in that period.