Rebuilding Lives Initiative: Full County-Level Plan

Mission Statement

Empower all residents—regardless of background or party—to overcome barriers, achieve stable housing, access quality health and mental health care, and build sustainable lives in Merced County.
No more excuses. No more delays. Everyone deserves dignity, support, and opportunity.

I. Core Principles

  1. Nonpartisan Leadership:
    Decisions are based on evidence, not party loyalty or ideology.
  2. Community Voice:
    All solutions are shaped by residents, especially those most affected.
  3. Accountability & Transparency:
    Regular public reporting on progress, spending, and setbacks.
  4. Holistic, Integrated Approach:
    Address housing, employment, health, and safety together.

II. Governance & Oversight

  • Create a County “Rebuilding Lives Task Force”
    • Includes service providers, faith groups, formerly unhoused people, educators, business, public health, and youth.
    • Monthly public meetings (hybrid/in-person/Zoom).
    • Annual progress summit.
  • Hire or Designate a “Rebuilding Lives Coordinator”
    • One point of contact for all program partners, grant management, and troubleshooting.

III. Five Pillars of the Initiative

1. Housing First and Forever

  • Immediate: Rapidly house those living outside, in cars, or shelters—no preconditions.
  • Medium Term:
    • Partner with local landlords for subsidized, “housing with wraparound services” (case management, mental health).
    • Repurpose vacant hotels/motels, surplus county buildings for transitional and permanent supportive housing.
  • Long Term:
    • Push for new affordable housing construction (LIHTC, state/federal grants).
    • Streamline permit and zoning for affordable builds.
    • Guarantee emergency rental assistance to prevent eviction.

2. Health, Mental Health, and Recovery

  • Mobile outreach clinics for physical, dental, and behavioral health (including addiction).
  • Expand access to on-demand crisis counseling and peer support.
  • Fund integrated case management for those with complex needs (children, veterans, families, re-entering citizens).

3. Jobs, Education, and Dignity

  • Partner with community colleges and trades to launch “earn and learn” programs (apprenticeships, adult ed).
  • Subsidize employers hiring initiative participants.
  • Create paid peer navigator/“lived experience” advocate roles.
  • Invest in digital literacy and basic skills for all ages.

4. Community Safety and Trust

  • Implement evidence-based violence prevention and neighborhood engagement (youth mentoring, restorative justice circles).
  • Fund family reunification and anti-domestic violence programs.
  • Establish public ombudsperson for reporting abuse, discrimination, or system failures.

5. System Navigation and Prevention

  • “No wrong door” policy: Any agency can connect someone to the full network of supports.
  • Countywide hotline and app for finding help, reporting issues, tracking status.
  • Aggressive, non-punitive outreach to encampments, parks, and motels.
  • Prioritize early childhood, youth, and senior supports to break the cycle of homelessness and trauma.

IV. Funding Plan

  • Combine Local, State, Federal, and Philanthropic Dollars:
    • Apply for every available grant (Homekey, CalAIM, Mental Health Services Act, ARPA, etc.).
    • Reallocate unused county funds (audit and report on dollars “left on the table”).
    • Engage major employers, hospital systems, and faith groups as sponsors.
    • Create “Rebuilding Lives” fund for private/corporate donations.

V. Implementation Timeline

Month 1–3:

  • Task force launch, coordinator hired, baseline needs survey, identify all existing funds.

Month 4–6:

  • Begin immediate housing placements, open mobile clinics, launch jobs pilot, begin communications blitz.

Month 7–12:

  • Repurpose at least one building for housing, public dashboard live, measurable progress on exits from homelessness.

Year 2–3:

  • Expand permanent supportive and affordable housing, 10%+ increase in employment among participants, documented reductions in unsheltered population and ER visits.

VI. Accountability

  • Monthly public updates on spending, people housed, jobs placed, outcomes achieved (and what isn’t working).
  • Transparent dashboard—see progress by city, neighborhood, population.
  • All contracts, budgets, and results posted online.

VII. Partnerships

  • Local governments, school districts, hospitals, faith-based orgs, community colleges, trade unions, police/fire, nonprofits, and resident coalitions.

VIII. Advocacy & Engagement

  • Quarterly town halls.
  • “Open data” portal for public feedback, whistleblowing, and suggestions.
  • Youth council and senior council with seats on the Task Force.

IX. Measuring Success

  • End chronic homelessness for at least 100 families in year 1.
  • Reduce unsheltered population by 50% in 3 years.
  • Increase workforce participation among initiative members by 25%.
  • 100% of funds tracked, reported, and publicly accessible.

This plan is bold, data-driven, and people-focused.
It’s not about politics. It’s about results and rebuilding Merced County—one life, one family, one neighborhood at a time.