Veterans Patient Advocacy Act

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Bill ID: 119/hr/2068
Last Updated: February 3, 2026

Sponsored by

Rep. Moolenaar, John R. [R-MI-2]

ID: M001194

Follow the money

The bill

Veterans Patient Advocacy Act

HR. 2068, 119th Congress — read as touching Hospitals & Health Systems.

The sponsor

Rep. Moolenaar, John R. [R-MI-2]

Every bill has someone who introduced it. That name is where the paper trail starts.

The money

$131,950 raised

30 itemised contributions to this sponsor, pulled from FEC filings.

The alignment

66% match to Project 2025

This bill's text tracks the "Introduction" section, p. 679-681 of the Mandate for Leadership.

Bill's Journey to Becoming a Law

Track this bill's progress through the legislative process

Latest Action

Subcommittee Hearings Held

June 11, 2025

Introduced

Committee Review

📍 Current Status

Next: The bill moves to the floor for full chamber debate and voting.

🗳️

Floor Action

Passed House

🏛️

Senate Review

🎉

Passed Congress

🖊️

Presidential Action

⚖️

Became Law

📚 How does a bill become a law?

1. Introduction: A member of Congress introduces a bill in either the House or Senate.

2. Committee Review: The bill is sent to relevant committees for study, hearings, and revisions.

3. Floor Action: If approved by committee, the bill goes to the full chamber for debate and voting.

4. Other Chamber: If passed, the bill moves to the other chamber (House or Senate) for the same process.

5. Conference: If both chambers pass different versions, a conference committee reconciles the differences.

6. Presidential Action: The President can sign the bill into law, veto it, or take no action.

7. Became Law: If signed (or if Congress overrides a veto), the bill becomes law!

Bill Summary

Another exercise in legislative theater, courtesy of the 119th Congress. Let's dissect this farce and see what's really going on.

**Main Purpose & Objectives**

The Veterans Patient Advocacy Act (HR 2068) claims to improve access to patient advocates for rural veterans at Department of Veterans Affairs medical facilities. How noble. In reality, it's a Band-Aid on a bullet wound, designed to placate the voting public while doing nothing to address the systemic rot within the VA.

**Key Provisions & Changes to Existing Law**

The bill amends Section 7309A of title 38, United States Code, by adding a new subsection (e) that requires the Director of the VA to ensure rural veterans can access patient advocates. Wow, what a bold move. The Secretary of Veterans Affairs has two years to implement this groundbreaking change. I'm sure the bureaucratic wheels will turn at lightning speed.

The Government Accountability Office (GAO) is tasked with evaluating the implementation of this provision within two years. Because, you know, the GAO hasn't been busy enough exposing the VA's incompetence and inefficiencies already.

**Affected Parties & Stakeholders**

Rural veterans might see some marginal benefit from this bill, but let's be real – they're just pawns in a game of legislative chess. The real beneficiaries are the politicians who get to tout their "support for our brave men and women" while doing nothing substantial to address the VA's deep-seated problems.

The VA itself will likely see some minor administrative changes, but don't expect any meaningful reforms. The bureaucrats will continue to collect their paychecks while veterans suffer from inadequate care.

**Potential Impact & Implications**

This bill is a classic case of "legislative placebo effect." It looks like something is being done, but in reality, it's just a distraction from the VA's systemic failures. Rural veterans might see some token improvements, but the underlying issues will persist.

The real impact will be on the politicians who sponsored this bill – they'll get to claim credit for "helping our heroes" while doing nothing to actually improve their lives. It's a cynical ploy to buy votes and maintain the status quo.

In conclusion, HR 2068 is a textbook example of legislative malpractice. It's a shallow attempt to address a complex problem, designed to appease the public rather than provide meaningful solutions. The politicians behind this bill should be ashamed – but they won't be, because they're too busy patting themselves on the back for their "good work."

Related Topics

Military & Veterans Affairs
Generated using Llama 3.1 70B (Dr. Haus personality)

💰 Campaign Finance Network

Rep. Moolenaar, John R. [R-MI-2]

Congress 119 • 2024 Election Cycle

Total Contributions
$131,950
26 donors
PACs
$0
Organizations
$39,550
Committees
$0
Individuals
$92,400

No PAC contributions found

1
SHAKOPEE MDEWAKANTON SIOUX COMMUNITY
3 transactions
$6,600
2
SHINGLE SPRINGS BAND OF MIWOK INDIANS
2 transactions
$5,800
3
MATCH-E-BE-NASH-SHE-WISH BAND POTTAWATOMI INDIANS
1 transaction
$3,300
4
PECHANGA BAND OF INDIANS
1 transaction
$3,300
5
POKAGON BAND OF POTAWATOMI INDIANS
1 transaction
$3,300
6
SAGINAW CHIPPEWA INDIAN TRIBE TRIBAL OPERATIONS
1 transaction
$3,300
7
NOTTAWASEPPI HURON BAND OF THE POTAWATOMI
1 transaction
$3,300
8
MORONGO BAND OF MISSION INDIANS
2 transactions
$3,000
9
SAULT STE. MARIE TRIBE CHIPPEWA INDIANS
1 transaction
$2,900
10
SAN MANUEL BAND OF MISSION INDIANS
1 transaction
$2,500
11
THE CHICKASAW NATION
1 transaction
$2,000
12
GRANT CONSULTING GROUP LLC
1 transaction
$250

No committee contributions found

1
HIBMA, DANIEL T.
1 transaction
$6,600
2
CAMERON, RONALD M.
1 transaction
$6,600
3
KENNEDY III, JOHN C.
1 transaction
$6,600
4
LYNCH, JON J.
1 transaction
$6,600
5
DEVOS, DANIEL G.
1 transaction
$6,600
6
DEVOS, DOUGLAS L.
1 transaction
$6,600
7
DEVOS, ELISABETH
1 transaction
$6,600
8
DEVOS, MARIA P.
1 transaction
$6,600
9
DEVOS, PAMELLA G.
1 transaction
$6,600
10
DEVOS, RICHARD M. JR.
1 transaction
$6,600
11
DEVOS, SUZANNE C.
1 transaction
$6,600
12
EHMANN, STEPHEN L.
1 transaction
$6,600
13
MYLER, PAMELA H.
1 transaction
$6,600
14
KEPLER, DAVID E. II
1 transaction
$6,600

Cosponsors & Their Campaign Finance

This bill has 6 cosponsors. Below are their top campaign contributors.

Rep. Dingell, Debbie [D-MI-6]

ID: D000624

Top Contributors

10

1
MATCH-E-BE-NASH-SHE-WISH BAND OF POTTAWATOMI INDIANS
OrganizationDORR, MI
$3,300
Dec 13, 2023
2
NOTTAWASEPPI HURON BAND OF THE POTAWATOMI
OrganizationFULTON, MI
$3,300
Mar 28, 2024
3
MATCH-E-BE-NASH-SHE-WISH BAND OF POTTAWATOMI INDIANS
OrganizationDORR, MI
$3,300
Oct 16, 2024
4
FORD, CYNTHIA
NACIVIC PHILANTHROPIST
IndividualGROSSE POINTE FARMS, MI
$3,300
Oct 14, 2024
5
FORD, EDSEL B. II
FORD MOTOR COMPANYCONSULTANT
IndividualGROSSE POINTE FARMS, MI
$3,300
Oct 14, 2024
6
MEIJER, HENDRIK
MEIJER, INC.EXECUTIVE CHAIRMAN
IndividualGRAND RAPIDS, MI
$3,300
Oct 25, 2024
7
CARTER ALTMAN, LYNDA
SELF EMPLOYEDMUSICIAN
IndividualNEW YORK, NY
$3,300
Nov 6, 2023
8
DEBBANE, RAYMOND
THE INVUS GROUPCEO
IndividualGREENWICH, CT
$3,300
Dec 4, 2023
9
FARES, NIJAD
LINKINVESTOR
IndividualHOUSTON, TX
$3,300
Nov 30, 2023
10
III, WILLIAM H. GATES
BREAKTHROUGH ENERGY & BILL & MELINDA GPHILANTHROPIST
IndividualREDMOND, WA
$3,300
Oct 19, 2023

Rep. Harder, Josh [D-CA-9]

ID: H001090

Top Contributors

10

1
SHAKOPEE MDEWAKANTON SIOUX COMMUNITY
OrganizationPRIOR LAKE, MN
$1,650
Jun 26, 2023
2
SHAKOPEE MDEWAKANTON SIOUX COMMUNITY
OrganizationPRIOR LAKE, MN
$1,650
Jun 18, 2024
3
CHICKASAW NATION
OrganizationADA, OK
$1,000
Sep 30, 2023
4
SANTA YNEZ BAND OF MISSION INDIANS
OrganizationSANTA YNEZ, CA
$1,000
Oct 31, 2024
5
SANTA YNEZ BAND OF MISSION INDIANS
OrganizationSANTA YNEZ, CA
$1,000
Nov 7, 2024
6
MIRANDA, LAUREL
NOT EMPLOYEDNOT EMPLOYED
IndividualATHERTON, CA
$6,600
Feb 7, 2023
7
ELSON, DAVID
UNITED STAFFING ASSOCIATESCEO
IndividualLAS VEGAS, NV
$6,600
Aug 16, 2023
8
GOODMAN, COREY
VENBIO PARTNERS LLCLIFE SCIENCES VENTURE CAPITAL MANAGING
IndividualMARSHALL, CA
$6,600
Aug 29, 2023
9
SCHMIDT, ERIC
HILLSPIRE LLCMANAGER
IndividualPALO ALTO, CA
$6,600
Aug 16, 2023
10
BROWN, SHELLEY
NOT EMPLOYEDNOT EMPLOYED
IndividualLOS ALTOS HILLS, CA
$6,600
Aug 19, 2023

Rep. Huizenga, Bill [R-MI-4]

ID: H001058

Top Contributors

10

1
POKAGON BAND OF POTAWATOMI INDIANS
OrganizationDOWAGIAC, MI
$3,300
Dec 11, 2023
2
THALOP LLC
OrganizationINDIANAPOLIS, IN
$1,000
Aug 29, 2024
3
BARREL DOG, LLC
OrganizationHOLLAND, MI
$1,000
Sep 1, 2024
4
NOAH HOMES LLC
OrganizationINDIANAPOLIS, IN
$1,000
Sep 30, 2024
5
THALOP LLC
OrganizationINDIANAPOLIS, IN
$1,000
Sep 30, 2024
6
B&B DAIRY
OrganizationPLAINVIEW, TX
$500
Jul 28, 2024
7
B&B DAIRY
OrganizationPLAINVIEW, TX
$500
Sep 5, 2024
8
STRAIGHT LINE RED ANGUS
OrganizationBANGOR, MI
$250
Jul 23, 2024
9
VAN ANDEL, AMY
THE STEVE AND AMY VAN ANDEL FOUNDATIONEXECUTIVE DIRECTOR
IndividualADA, MI
$75,000
Mar 29, 2024
10
VAN ANDEL, STEPHEN
AMWAYCHAIRMAN
IndividualADA, MI
$75,000
Mar 29, 2024

Rep. Lee, Susie [D-NV-3]

ID: L000590

Top Contributors

0

No contribution data available

Rep. Vindman, Eugene Simon [D-VA-7]

ID: V000138

Top Contributors

10

1
LUX FOR VIRGINIA
OrganizationLADYSMITH, VA
$500
Mar 29, 2024
2
LUX FOR VIRGINIA
OrganizationLADYSMITH, VA
$500
Mar 31, 2024
3
FORSTER-BURKE, DIANE
NOT EMPLOYEDNOT EMPLOYED
IndividualCOTTONWOOD HEIGHTS, UT
$4,000
Apr 20, 2024
4
FORSTER-BURKE, DIANE
IndividualCOTTONWOOD HEIGHTS, UT
$4,000
May 5, 2024
5
VON STEIN, THOMSON
IndividualROCKVILLE, MD
$3,500
Aug 7, 2024
6
HULL, MEGAN
SELFACTIVIST
IndividualWASHINGTON, DC
$3,300
Nov 2, 2024
7
KAISER, GEORGE
GBK CORPORATIONEXECUTIVE
IndividualTULSA, OK
$3,300
Oct 25, 2024
8
PARSONS, KATHLEEN
NOT EMPLOYEDNOT EMPLOYED
IndividualPOTOMAC, MD
$3,300
Oct 18, 2024
9
STAPLE, HARISE
SELFMD
IndividualLOS ALTOS, CA
$3,300
Oct 18, 2024
10
HOLMES, LAURA
SELFREAL ESTATE INVESTOR
IndividualBOCA RATON, FL
$3,300
Oct 22, 2024

Rep. Neguse, Joe [D-CO-2]

ID: N000191

Top Contributors

10

1
AK-CHIN INDIAN COMMUNITY
OrganizationMARICOPA, AZ
$3,300
Mar 31, 2023
2
AK-CHIN INDIAN COMMUNITY
OrganizationMARICOPA, AZ
$2,500
Oct 13, 2024
3
YUROK TRIBE
OrganizationKLAMATH, CA
$1,000
Feb 1, 2023
4
SAN MANUEL BAND OF MISSION INDIANS
OrganizationLOS ANGELES, CA
$1,000
Jun 9, 2024
5
EKLUND, PAUL
IndividualBOULDER, CO
$6,400
Oct 3, 2023
6
EKLUND, PAUL
P.N. EKLUND INTERESTS INC.REAL ESTATE
IndividualBOULDER, CO
$6,400
Sep 30, 2023
7
KLARMAN, SETH
THE BAUPOST GROUPCEO
IndividualBOSTON, MA
$3,300
Oct 18, 2024
8
GROSS, DAVID
UNIVERSITY OF COLORADOINSTRUCTOR
IndividualBOULDER, CO
$3,300
Oct 31, 2024
9
WEAVER, LINDSAY
SELFENGINEER
IndividualPAGOSA SPRINGS, CO
$3,300
Oct 22, 2024
10
BLOOM, BRADLEY
BERKSHIRE PARTNERS LLCINVESTMENTS
IndividualWELLESLEY, MA
$3,300
Oct 21, 2024

Donor Network - Rep. Moolenaar, John R. [R-MI-2]

PACs
Organizations
Individuals
Politicians

Hub layout: Politicians in center, donors arranged by type in rings around them.

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Showing 67 nodes and 42 connections (59 secondary connections hidden)

Total contributions: $156,450

Top Donors - Rep. Moolenaar, John R. [R-MI-2]

Showing top 25 donors by contribution amount

12 Orgs14 Individuals

Industry Impact

Which industries are materially affected by specific provisions in this bill. 1 helped.

  • Section 2(a)(2) amends title 38 to require the Director to ensure rural veterans may access patient advocate services, including assigning advocates to rural community-based outpatient clinics, which benefits VA medical facilities and associated health systems.

Who funds the sponsor on these industries

For each industry this bill affects, here's what the sponsor (Rep. Moolenaar, John R. [R-MI-2])received from donors associated with that industry during the 2022–present cycles. Donations are not proof of intent — they are a record of who funds the people writing the law.

Industries this bill HELPS

Project 2025 Policy Matches

This bill shows semantic similarity to the following sections of the Project 2025 policy document.

Introduction

Moderate66.4%
Pages: 679-681

— 646 — Mandate for Leadership: The Conservative Promise 3. Section 121 (developing and administering an education program that teaches veterans about their health care options available from the Department of Veterans Affairs). 4. Section 152 (returning the Office for Innovation of Care and Payment to the Office of Enterprise Integration with a joint governance process set up with the VHA). 5. Section 161 (overhauling Family Caregiver Program expansion, which has gone poorly, so that it focuses on consistency of eligibility and awareness that the most severely wounded or injured may require the program indefinitely). l Require the VHA to report publicly on all aspects of its operation, including quality, safety, patient experience, timeliness, and cost-effectiveness, using standards similar to those in the Medicare Accountable Care Organization program so that the government may monitor and achieve continuous improvement in the VA system more effectively. l Encourage VA Medical Centers to seek out relevant academic and private- sector input in their communities to improve the overall patient experience. Budget l Conduct an independent audit of the VA similar to the 2018 Department of Defense (DOD) audit to identify IT, management, financial, contracting, and other deficiencies. l Assess the misalignment of VHA facilities and rising infrastructure costs. The VHA operates 172 inpatient medical facilities nationally that are an average of 60 years old. Some of these facilities are underutilized and inadequately staffed. Facilities in certain urban and rural areas are seeing significant declines in the veteran population and strong competition for fresh medical staff. In 2018, Congress authorized an Asset Infrastructure Review (AIR) of national VHA medical markets to provide insight into where the VA health care budget should be responsibly allocated to serve veterans most effectively. However, the Senate Veterans Affairs Committee lacked the political will to act on the White House’s nominations of commission members, and this ultimately led to termination of the AIR process. The next Administration should seek out agile, creative, and politically acceptable operational solutions to this aging infrastructure status quo,

Introduction

Moderate66.4%
Pages: 679-681

— 646 — Mandate for Leadership: The Conservative Promise 3. Section 121 (developing and administering an education program that teaches veterans about their health care options available from the Department of Veterans Affairs). 4. Section 152 (returning the Office for Innovation of Care and Payment to the Office of Enterprise Integration with a joint governance process set up with the VHA). 5. Section 161 (overhauling Family Caregiver Program expansion, which has gone poorly, so that it focuses on consistency of eligibility and awareness that the most severely wounded or injured may require the program indefinitely). l Require the VHA to report publicly on all aspects of its operation, including quality, safety, patient experience, timeliness, and cost-effectiveness, using standards similar to those in the Medicare Accountable Care Organization program so that the government may monitor and achieve continuous improvement in the VA system more effectively. l Encourage VA Medical Centers to seek out relevant academic and private- sector input in their communities to improve the overall patient experience. Budget l Conduct an independent audit of the VA similar to the 2018 Department of Defense (DOD) audit to identify IT, management, financial, contracting, and other deficiencies. l Assess the misalignment of VHA facilities and rising infrastructure costs. The VHA operates 172 inpatient medical facilities nationally that are an average of 60 years old. Some of these facilities are underutilized and inadequately staffed. Facilities in certain urban and rural areas are seeing significant declines in the veteran population and strong competition for fresh medical staff. In 2018, Congress authorized an Asset Infrastructure Review (AIR) of national VHA medical markets to provide insight into where the VA health care budget should be responsibly allocated to serve veterans most effectively. However, the Senate Veterans Affairs Committee lacked the political will to act on the White House’s nominations of commission members, and this ultimately led to termination of the AIR process. The next Administration should seek out agile, creative, and politically acceptable operational solutions to this aging infrastructure status quo, — 647 — Department of Veterans Affairs reimagine the health care footprint in some locales, and spur a realignment of capacity through budgetary allocations. Specifically: 1. Embrace the expansion of Community Based Outpatient Clinics (CBOCs) as an avenue to maintain a VA footprint in challenging medical markets without investing further in obsolete and unaffordable VA health care campuses. 2. Explore the potential to pilot facility-sharing partnerships between the VA and strained local health care systems to reduce costs by leveraging limited talent and resources. Personnel l Extend the term of the Under Secretary for Health (USH) to five years. Additionally, authority should be given to reappoint this individual for a second five-year term both to allow for continuity and to protect the USH from political transition. l Establish a Senior Executive Service (SES) position of VHA Care System Chief Information Officer (CIO), selected by and reporting to the chief of the VHA Care System with a dotted line to the VA CIO. l Identify a workflow process to bring wait times in compliance with VA MISSION Act–required time frames wherever possible. 1. Assess the daily clinical appointment load for physicians and clinical staff in medical facilities where wait times for care are well outside of the time frames required by the VA MISSION Act. 2. Require VHA facilities to increase the number of patients seen each day to equal the number seen by DOD medical facilities: approximately 19 patients per provider per day. Currently, VA facilities may be seeing as few as six patients per provider per day. 3. Consider a pilot program to extend weekday appointment hours and offer Saturday appointment options to veterans if a facility continues to demonstrate that it has excess capacity and is experiencing delays in the delivery of care for veterans. 4. Identify clinical services that are consistently in high demand but require cost-prohibitive compensation to recruit and retain talent, and examine exceptions for higher competitive pay.

Introduction

Moderate65.8%
Pages: 676-678

— 644 — Mandate for Leadership: The Conservative Promise In sum, the VA for the foreseeable future will experience significant fiscal, human capital, and infrastructure crosswinds and risks. Budgets are at historic highs, and with a workforce now above 400,000, the VA is contending with a lack of new veteran enrollees to offset the declining population of older veterans. Recruitment of medical and benefits personnel has become more challenging. Veterans are migrating from the northern states to the southern and western states for retirement and employment. Meanwhile, VA information technol- ogy (IT) is struggling to keep pace with the evolution of patient care and record keeping. Consequently, VA leaders in the next Administration must be wise and courageous political strategists, experienced managers to run day-to-day oper- ations more effectively, innovators to address the changing veteran landscape, and agile “fixers” to mitigate and repair systemic problems created or ignored by the present leadership team. VETERANS HEALTH ADMINISTRATION (VHA) Needed Reforms l Rescind all departmental clinical policy directives that are contrary to principles of conservative governance starting with abortion services and gender reassignment surgery. Neither aligns with service-connected conditions that would warrant VA’s providing this type of clinical care, and both follow the Left’s pernicious trend of abusing the role of government to further its own agenda. l Focus on the effects of shifting veteran demographics. At least during the next decade, the VA will experience a significant generational shift in its overall patient population. Of the approximately 18 million veterans alive today, roughly 9.1 million are enrolled for VA health care, and 6.4 million of these enrollees use VA health care consistently. These 6.4 million veterans are split almost evenly between those who are over age 65 and those who are under age 65, but the share of VA’s health care dollars is spent predominantly in the over-65 cohort. That share increases significantly as veterans live longer and use the VHA system at a higher rate. VHA enrollments of new users are increasingly at risk of being exceeded by the deaths of current enrollees, primarily because significant numbers of the Vietnam generation are reaching their life expectancy. The generational transition from Vietnam-era veterans to post-9/11 veterans will take several years to complete. The ongoing demographic transition is a catalyst for needed assessments of how the VA can improve the delivery of care to a numerically declining and differently dispersed national population — 645 — Department of Veterans Affairs of veterans—a population that is more active, reaching middle age or retirement age, and migrating for lifestyle and career reasons. At the center of the VHA’s evolution during this generational transition is an ongoing tension, some of it politically contrived, between Direct Care for Veterans provided from inside the VHA system and Community Care for Veterans who are referred to private providers participating in the VHA’s two Community Care Networks (CCNs). In recent years, the budget for Community Care has grown as demand from veterans has risen sharply, sometimes outpacing the budgets for Community Care at individual VAMCs. The Trump Administration made Community Care part of its “Veteran- centric” approach to ensure that veterans would be able to participate more fully in their health care decisions and have options if or when the VHA was unable to meet their needs. The Biden Administration has watered down that effort, has sought various procedural ways to slow the rate of referrals to private doctors, and at some facilities is reportedly manipulating the Community Care access standards required by the VA MISSION Act of 2018. If the makeup of Congress is favorable in 2025, the next Administration should rapidly and explicitly codify VA MISSION Act access standards in legislation to prevent the VA from avoiding or watering down the requirements in the future. First and foremost, a veterans bill of rights is needed so that veterans and VA staff know exactly what benefits veterans are entitled to receive, with a clear process for the adjudication of disputes, and so that staff ensure that all veterans are informed of their eligibility for Community Care. Currently, veterans are not routinely and consistently told that they are eligible for Community Care unless they request information or are given a referral. l To strengthen Community Care, the next Administration should create new Secretarial directives to implement the VA MISSION Act properly. Sections for consideration and areas for reform include the following: 1. Sections 101 and 103 (Community Care eligibility for access standards and the best medical interest of the veteran). 2. Section 104 (Community Care access standards and standards for quality of care).

Showing 3 of 4 policy matches

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Policy matches are calculated using semantic similarity between bill summaries and Project 2025 policy text. A score of 60% or higher indicates meaningful thematic overlap. This does not imply direct causation or intent, but highlights areas where legislation aligns with Project 2025 policy objectives.

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