Recognizing Community Organizations for Veteran Engagement and Recovery Act

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Bill ID: 119/hr/2283
Last Updated: July 17, 2026

Sponsored by

Rep. Bost, Mike [R-IL-12]

ID: B001295

Follow the money

The bill

Recognizing Community Organizations for Veteran Engagement and Recovery Act

HR. 2283, 119th Congress — read as touching Hospitals & Health Systems.

The sponsor

Rep. Bost, Mike [R-IL-12]

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

The money

$104,500 raised

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

The alignment

85% match to Project 2025

This bill's text tracks the "Department of Veterans Affairs" section, p. 676-678 of the Mandate for Leadership.

Bill's Journey to Becoming a Law

Track this bill's progress through the legislative process

Latest Action

Ordered to be Reported in the Nature of a Substitute by the Yeas and Nays: 14 - 8.

May 13, 2026

Introduced

📍 Current Status

Next: The bill will be reviewed by relevant committees who will debate, amend, and vote on it.

🏛️

Committee Review

🗳️

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 bill that's about as genuine as a politician's smile. Let's dissect this farce, shall we?

**Main Purpose & Objectives:** The "Recognizing Community Organizations for Veteran Engagement and Recovery Act" (RECOVER Act) is a pilot program aimed at providing grants to outpatient mental health facilities to offer culturally competent, evidence-based care to veterans. Sounds noble, but don't be fooled – it's just a Band-Aid on a bullet wound.

**Key Provisions & Changes to Existing Law:** The bill establishes a three-year pilot program, where the Secretary of Veterans Affairs will make grants to eligible mental health care providers. The key provisions include:

* Eligibility requirements for grant recipients (non-profit organizations with at least three years of experience) * Use of funds for culturally competent, evidence-based mental health care * Limitations on charging fees or refusing care based on reimbursement eligibility * Selection criteria for facilities, including rural and urban areas, veteran populations, and medically underserved areas

**Affected Parties & Stakeholders:** The usual suspects:

* Veterans (the supposed beneficiaries of this bill) * Mental health care providers (non-profit organizations seeking grants) * The Department of Veterans Affairs (responsible for administering the program) * Lobbyists and special interest groups (pulling the strings behind the scenes)

**Potential Impact & Implications:**

This bill is a classic case of "throwing money at a problem without addressing the root cause." It's a temporary fix, not a solution. The real issue is the lack of adequate mental health resources for veterans, which this bill doesn't address.

The grant program will likely benefit a select few organizations, while leaving many others in the lurch. The emphasis on "culturally competent" care is a nice soundbite, but it's just a euphemism for "we're going to throw some money at the problem and hope it goes away."

Meanwhile, the bill's authors will pat themselves on the back, claiming they've done something meaningful for veterans. In reality, they've just created another bureaucratic program that will likely be underfunded and ineffective.

In short, this bill is a prime example of legislative theater – all show, no substance. It's a cynical attempt to appear concerned about veterans' mental health while doing nothing to address the systemic issues plaguing our healthcare system.

Related Topics

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

💰 Campaign Finance Network

Rep. Bost, Mike [R-IL-12]

Congress 119 • 2024 Election Cycle

Total Contributions
$104,500
19 donors
PACs
$0
Organizations
$12,100
Committees
$0
Individuals
$92,400

No PAC contributions found

1
AK-CHIN INDIAN COMMUNITY
2 transactions
$6,600
2
MIAMI TRIBE OF OKLAHOMA
1 transaction
$2,000
3
CAMPBELL FARMS
1 transaction
$1,500
4
MUSCOGEE CREEK NATION
2 transactions
$1,500
5
WAITE, TOMB & EBERLY LLP
1 transaction
$500

No committee contributions found

1
EMMET, RICHARD
4 transactions
$23,100
2
GILLIAM, RICHARD
2 transactions
$9,900
3
SCHWAB, CHARLES
1 transaction
$6,600
4
STERN, ELIZABETH MAY
1 transaction
$6,600
5
WEEKLEY, RICHARD
1 transaction
$6,600
6
BRADLEY, JACQUELINE
1 transaction
$6,600
7
BUKOWSKY, BRANT N. MR.
2 transactions
$6,600
8
BUKOWSKY, BROCK R. MR.
2 transactions
$6,600
9
BUKOWSKY, JENNIFER
1 transaction
$3,300
10
DONOHO, KIMBERLY K. MRS.
1 transaction
$3,300
11
FLINT, ETHAN
1 transaction
$3,300
12
GREENBLATT, SCOTT
1 transaction
$3,300
13
HOPKINS, JUSTIN MR.
1 transaction
$3,300
14
MCINERNEY, THOMAS E.
1 transaction
$3,300

Cosponsors & Their Campaign Finance

This bill has 5 cosponsors. Below are their top campaign contributors.

Del. Radewagen, Aumua Amata Coleman [R-AS-At Large]

ID: R000600

Top Contributors

0

No contribution data available

Rep. Bergman, Jack [R-MI-1]

ID: B001301

Top Contributors

10

1
MATCH-E-BE-NASH-SHE-WISH BAND OF POTTAWATOMI INDIANS
OrganizationSHELBYVILLE, MI
$3,300
Dec 8, 2023
2
SAGINAW CHIPPEWA INDIAN TRIBE
OrganizationMT. PLEASANT, MI
$3,300
Dec 8, 2023
3
POARCH BAND OF CREEK INDIANS
OrganizationATMORE, AL
$3,300
Jun 17, 2024
4
POARCH BAND OF CREEK INDIANS
OrganizationATMORE, AL
$3,300
Jun 30, 2023
5
PECHANGA BAND OF LUISENO INDIANS
OrganizationTEMECULA, CA
$3,000
Dec 31, 2023
6
SAULT STE MARIE TRIBE OF CHIPPEWA INDIANS
OrganizationSAULT SAINTE MARIE, MI
$2,900
Dec 7, 2023
7
DRESNER, LINDA
DRESNER DESIGNS • CEO
IndividualBIRMINGHAM, MI
$6,600
Dec 6, 2023
8
LEVY, EDWARD
WEST BAY BEACH RESORT • PRESIDENT
IndividualBIRMINGHAM, MI
$6,600
Dec 6, 2023
9
TAYLOR, MARGARETTA J. MS
NONE • RETIRED
IndividualNEW YORK, NY
$6,600
Mar 5, 2024
10
GREENBLATT, SCOTT
VETERANS GUARDIAN VA CLAIM CONSULTING • CEO
IndividualPINEHURST, NC
$6,600
Jun 29, 2023

Rep. Carter, Earl L. "Buddy" [R-GA-1]

ID: C001103

Top Contributors

10

1
SAVANNAH TOYOTA
OrganizationSAVANNAH, GA
$1,000
Oct 26, 2024
2
SAVANNAH TOYOTA
OrganizationSAVANNAH, GA
$1,000
Sep 26, 2024
3
TYBEE MARKET
OrganizationTYBEE ISLAND, GA
$500
Mar 6, 2024
4
SMITH, BYRON L.
IndividualRICHMOND HILL, GA
$5,000
Nov 5, 2024
5
MUNOZ, DONALD
NUCANA • CFO
IndividualWESTON, MA
$4,665
May 31, 2024
6
RICKS, DAVID A.
ELI LILLY AND COMPANY • CEO
IndividualINDIANAPOLIS, IN
$3,300
Sep 30, 2023
7
SADOWSKI, GARY T.
SADOWSKI CO • CPA
IndividualSAVANNAH, GA
$3,300
Aug 25, 2023
8
STEERE, WILLIAM C. JR.
NONE • RETIRED
IndividualBONITA SPRINGS, FL
$3,300
Aug 3, 2023
9
HENNESSY, MARK W.
HENNESSY AUTOMOBILE COMPANIES • PRESIDENT
IndividualATLANTA, GA
$3,300
Nov 4, 2024
10
KIMBELL, JEFFREY
SELF-EMPLOYED • HEALTH CARE CONSULTANT
IndividualPARK CITY, UT
$3,300
Oct 30, 2024

Rep. Ciscomani, Juan [R-AZ-6]

ID: C001133

Top Contributors

10

1
SALT RIVER PIMA MARICOPA INDIAN COMMUNITY
PACSCOTTSDALE, AZ
$1,000
Jun 14, 2024
2
CHEROKEE NATION
OrganizationTAHLEQUAH, OK
$3,300
Oct 31, 2024
3
EASTERN BAND OF CHEROKEE INDIANS
OrganizationCHEROKEE, NC
$3,300
Nov 5, 2024
4
POARCH BAND OF CREEK INDIANS
OrganizationATMORE, AL
$3,300
Jun 30, 2024
5
DELTA AIRLINES
OrganizationATLANTA, GA
$2,500
Jul 30, 2024
6
THE CHICKASAW NATION
OrganizationADA, OK
$2,000
Oct 8, 2024
7
POARCH BAND OF CREEK INDIANS
OrganizationATMORE, AL
$1,834
Jun 30, 2024
8
MS BAND OF CHOCTAW INDIANS
OrganizationCHOCTAW, MS
$1,000
Nov 5, 2024
9
COLORADO RIVER INDIAN TRIBES
OrganizationPARKER, AZ
$1,000
Jun 30, 2023
10
THE CHICKASAW NATION
OrganizationADA, OK
$1,000
Jun 30, 2023

Rep. Bilirakis, Gus M. [R-FL-12]

ID: B001257

Top Contributors

10

1
COOL MASTER PRO LLC
OrganizationTAMPA, FL
$6,600
Mar 8, 2023
2
ARTECHE, LEON
V-ME MEDIA INC. • CFO
IndividualDORAL, FL
$5,000
Jan 18, 2024
3
OF FLORIDA, SEMINOLE TRIBE
EMPLOYEE RECOGNIZED TRIBE
IndividualHOLLYWOOD, FL
$3,300
Aug 2, 2024
4
LAGOS, JAMES H.
LAGOS LAGOS, PLL • ATTORNEY
IndividualSPRINGFIELD, OH
$3,300
Sep 9, 2024
5
RICE, WILLIAM LLOYD
FALFURRIAS CAPITAL PARTNERS
IndividualMINT HILL, NC
$3,300
Sep 30, 2024
6
WANEK, RON
ASHLEY FURNITURE INDUSTRIES, INC • CHAIRMAN OF THE BOARD
IndividualTAMPA, FL
$3,300
Oct 17, 2024
7
WANEK, TODD
ASHLEY FURNITURE • CEO
IndividualTAMPA, FL
$3,300
Oct 17, 2024
8
WANEK, JOYCE
N/A • N/A
IndividualTAMPA, FL
$3,300
Oct 18, 2024
9
WANEK, KAREN
SUPERIOR FRESH • OWNER
IndividualTAMPA, FL
$3,300
Oct 17, 2024
10
HEPSCHER, WILLIAM S
RX MANAGE USA • BUSINESS OWNER
IndividualTAMPA, FL
$3,300
Oct 30, 2024

Donor Network - Rep. Bost, Mike [R-IL-12]

PACs
Organizations
Individuals
Politicians

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

Loading...

Showing 64 nodes and 39 connections (65 secondary connections hidden)

Total contributions: $139,400

Top Donors - Rep. Bost, Mike [R-IL-12]

Showing top 19 donors by contribution amount

5 Orgs14 Individuals

Industry Impact

Which industries are materially affected by specific provisions in this bill. 2 helped.

  • Section 2(a) directs the Secretary of Veterans Affairs to make grants to eligible mental health care providers (non-profit outpatient facilities) for provision of culturally competent, evidence-based mental health care for veterans. This provides financial support (grants) to outpatient mental health facilities, which are part of the hospitals & health systems industry.

  • Section 2(c)(1)(B) allows grant funds to be used to operate an existing outpatient mental health facility or establish a new one for providing mental health care to veterans. While outpatient mental health facilities are primarily health systems, some may be affiliated with or provide services overlapping with long-term care (e.g., geriatric mental health, home health). However, the connection is less direct; confidence is lower.

Project 2025 Policy Matches

This bill shows semantic similarity to the following sections of the Project 2025 policy document.AI-enhanced analysis provides detailed alignment ratings.

Department of Veterans Affairs

Strong
Vector: 67%
Pages: 676-678AI Enhanced

AI Analysis:

"The RECOVER Act's pilot grant program to expand community-based outpatient mental health care for veterans aligns closely with Project 2025's emphasis on increasing outpatient and community-based VA services, leveraging the Community Care Network, and addressing shifting veteran demographics and rural/underserved needs."

Key themes:outpatient carecommunity-based servicesveteran mental health accessrural/underserved focusdemographic shifts

— 643 — Department of Veterans Affairs with a growth in same-day surgical procedures and outpatient care, so has the VA, and in 2018 Congress added access to private-sector urgent care outlets as one of the VA’s health care benefits. Today, the VA operates 172 inpatient VA Medical Centers (VAMCs), which are an average of 60 years old, and 1,113 Community Based Outpatient Clinics (CBOCs), which are newer facilities designed to meet the needs of veterans closer to home. The VA also manages a Community Care Network (CCN) through contracts with Optum and TriWest, third-party health care administrators responsible for build- ing and maintaining a robust population of community providers to meet the needs of veterans referred for care outside of the VA system. Currently, approximately 6.4 million veterans out of 18 million nationally (and out of the 9.1 million who are enrolled) use the VA for health care; the remainder use employer-sponsored plans, Tricare, Medicare, and Medicaid. The disability benefits system evolved significantly in the years between the Cold War era and the global war on terrorism, a period when the VA enrolled large numbers of veterans from World War II, Korea, and Vietnam who were seeking disability benefits and health care. Disability compensation is the largest VA benefit, but there also are dozens of others, the next largest of which are the GI Bill and the Home Loan Guaranty. These benefits are administered through 56 Regional Benefits Offices (RBOs) and hundreds of satellite sites around the country. The Agent Orange Act of 19914 significantly expanded the scope of disability ben- efits for those who had deployed to Vietnam, and the cost of those benefits began to increase dramatically as the Vietnam generation of veterans aged and began to expe- rience adverse health conditions, some of which were presumed to have been caused by defoliant chemicals used in Southeast Asia. In 2016 and 2017, a burdensome backlog of appeals of denied disability claims from multiple wartime generations—a backlog numbering in the hundreds of thousands—led to a joint effort by the VA, Vet- eran Service Organizations (VSOs), and Congress to pass legislation that streamlined appeal processes. Implemented in 2017, this historic “good governance” success has helped the VA to reduce the number of these appeals dramatically. The Sergeant First Class Heath Robinson Honoring Our Promise to Address Comprehensive Toxics (PACT) Act of 20225 addressed adverse health outcomes presumed to be the result of veterans’ exposure to airborne toxins during the global war on terrorism and further expanded disability benefits to the most recent gen- eration of veterans. These ambitious authorities, like the 1991 authorities, have the potential to overwhelm the VA’s ability to process new disability claims and adjudicate appeals. Currently, the VA is seeking to hire large numbers of personnel to process these claims while exploring the use of an automated process to accel- erate claims reviews and decisions. The ever-present lag in the hiring and training of new employees could result in major problems with the timely adjudication of benefits well into the next Administration in 2025. — 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

Department of Veterans Affairs

Strong
Vector: 66%
Pages: 679-681AI Enhanced

AI Analysis:

"The RECOVER Act aligns strongly with Project 2025's VA health care objectives by expanding community-based mental health services through grants to outpatient facilities, particularly in rural and underserved areas, which supports the goal of reimagining the VA health care footprint and leveraging community partnerships. Both emphasize improving access to care, addressing workforce challenges in mental health, and enhancing service delivery in resource-constrained settings."

Key themes:community-based outpatient carerural and underserved accessmental health workforcefacility partnershipscare delivery innovation

— 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. — 648 — Mandate for Leadership: The Conservative Promise 5. Assess the medical facilities where Community Care is readily available but referrals for Community Care are below the averages in other similar markets, referrals expiring are above the average, and/ or canceled appointments are above the average. Identify reasons and factors and consider possible ways to improve timeliness and responsiveness for veterans. 6. Further explore how to leverage telehealth to reduce personnel costs across the enterprise and serve veterans. Continue to pursue expansion of broadband services to remote and rural areas. 7. Assess recruitment and retention in highly competitive medical markets to identify common limiting factors for attracting high-demand, specialized occupations. 8. Consider aggressively recruiting retired physicians who desire to serve veterans. 9. Consider expanding VA tuition assistance in exchange for reciprocal service in rural or understaffed VAMCs. 10. Examine the surpluses or deficits in mental health professionals throughout the enterprise, recognizing that the department needs a blend of social workers, therapists, psychologists, and psychiatrists with a focus on attracting high-quality talent. l Conduct a high-priority assessment of Electronic Health Record (EHR) transition delays and functionality problems. VA innovation in health care for the next 20 years and beyond will rest squarely on the timely implementation of the new VHA EHR in coordination with the DOD’s parallel pacing effort. The VA’s EHR rollout has been blocked by technical delays at local facilities where personnel have raised safety concerns and infrastructure has not been modernized to accept the new system. VETERANS BENEFITS ADMINISTRATION (VBA) Needed Reforms The most evident and ongoing concern is the complexity of benefits, which can lead to confusion for the veteran and, if not mitigated early in the veteran’s interactions, long-term distrust of and animosity toward the VA. Wholesale ben- efits reform is unnecessary and politically a “third rail,” but effective managerial

Department of Veterans Affairs

Strong
Vector: 65%
Pages: 676-678AI Enhanced

AI Analysis:

"The RECOVER Act’s focus on granting funds to outpatient mental health facilities to increase culturally competent care aligns with the Project 2025 emphasis on expanding VA outpatient care, community-based clinics, and leveraging community providers through the Community Care Network to improve veteran access, especially in underserved areas."

Key themes:outpatient carecommunity-based servicesveteran mental health accessrural/underserved areaspublic-private partnerships

— 643 — Department of Veterans Affairs with a growth in same-day surgical procedures and outpatient care, so has the VA, and in 2018 Congress added access to private-sector urgent care outlets as one of the VA’s health care benefits. Today, the VA operates 172 inpatient VA Medical Centers (VAMCs), which are an average of 60 years old, and 1,113 Community Based Outpatient Clinics (CBOCs), which are newer facilities designed to meet the needs of veterans closer to home. The VA also manages a Community Care Network (CCN) through contracts with Optum and TriWest, third-party health care administrators responsible for build- ing and maintaining a robust population of community providers to meet the needs of veterans referred for care outside of the VA system. Currently, approximately 6.4 million veterans out of 18 million nationally (and out of the 9.1 million who are enrolled) use the VA for health care; the remainder use employer-sponsored plans, Tricare, Medicare, and Medicaid. The disability benefits system evolved significantly in the years between the Cold War era and the global war on terrorism, a period when the VA enrolled large numbers of veterans from World War II, Korea, and Vietnam who were seeking disability benefits and health care. Disability compensation is the largest VA benefit, but there also are dozens of others, the next largest of which are the GI Bill and the Home Loan Guaranty. These benefits are administered through 56 Regional Benefits Offices (RBOs) and hundreds of satellite sites around the country. The Agent Orange Act of 19914 significantly expanded the scope of disability ben- efits for those who had deployed to Vietnam, and the cost of those benefits began to increase dramatically as the Vietnam generation of veterans aged and began to expe- rience adverse health conditions, some of which were presumed to have been caused by defoliant chemicals used in Southeast Asia. In 2016 and 2017, a burdensome backlog of appeals of denied disability claims from multiple wartime generations—a backlog numbering in the hundreds of thousands—led to a joint effort by the VA, Vet- eran Service Organizations (VSOs), and Congress to pass legislation that streamlined appeal processes. Implemented in 2017, this historic “good governance” success has helped the VA to reduce the number of these appeals dramatically. The Sergeant First Class Heath Robinson Honoring Our Promise to Address Comprehensive Toxics (PACT) Act of 20225 addressed adverse health outcomes presumed to be the result of veterans’ exposure to airborne toxins during the global war on terrorism and further expanded disability benefits to the most recent gen- eration of veterans. These ambitious authorities, like the 1991 authorities, have the potential to overwhelm the VA’s ability to process new disability claims and adjudicate appeals. Currently, the VA is seeking to hire large numbers of personnel to process these claims while exploring the use of an automated process to accel- erate claims reviews and decisions. The ever-present lag in the hiring and training of new employees could result in major problems with the timely adjudication of benefits well into the next Administration in 2025.

Showing 3 of 5 policy matches

About These Correlations

Policy matches are calculated using a hybrid approach: initial candidates are found using semantic similarity between bill summaries and Project 2025 policy text, then an AI model (Llama 3.1 70B) provides detailed alignment ratings and analysis. Ratings range from 1 (minimal alignment) to 5 (very strong alignment). This analysis does not imply direct causation or intent.

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