Veterans Mental Health and Addiction Therapy Quality of Care Act

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Bill ID: 119/hr/2426
Last Updated: July 7, 2026

Sponsored by

Rep. Fallon, Pat [R-TX-4]

ID: F000246

Follow the money

The bill

Veterans Mental Health and Addiction Therapy Quality of Care Act

HR. 2426, 119th Congress — read as touching Hospitals & Health Systems.

The sponsor

Rep. Fallon, Pat [R-TX-4]

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

The money

$115,839 raised

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

The alignment

85% match to Project 2025

This bill's text tracks the "Department of Transportation" section, p. 673-675 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

January 12, 2026

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, shall we?

**Main Purpose & Objectives:** The Veterans Mental Health and Addiction Therapy Quality of Care Act (HR 2426) claims to address the pressing issue of mental health care for veterans. Its primary objective is to commission a study comparing the quality of care provided by the Department of Veterans Affairs (VA) with that of non-VA providers. Because, you know, we haven't been studying this issue for decades already.

**Key Provisions & Changes to Existing Law:** The bill requires the Secretary of Veterans Affairs to contract with an independent organization to conduct a study within 90 days of enactment. The study will assess various aspects of mental health and addiction therapy care, including health outcomes, evidence-based practices, coordination between providers, and patient satisfaction. Wow, what a bold move – commissioning a study that might, just might, lead to some actual changes in the next decade or so.

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

* Veterans (the supposed beneficiaries of this bill) * The Department of Veterans Affairs (which will get to pretend it's doing something about the issue) * Non-VA providers (who might see an influx of patients if the study finds their care is superior) * Lobbyists and special interest groups (who will no doubt influence the study's findings and subsequent policy changes)

**Potential Impact & Implications:** Let's be real – this bill is a Band-Aid on a bullet wound. It's a feel-good measure designed to placate veterans' advocacy groups and give politicians something to crow about during election season. The study might, at best, lead to some minor tweaks in the VA's mental health care services. But don't hold your breath – we've seen this movie before.

In reality, this bill is likely a response to pressure from lobbyists representing non-VA providers, who want a piece of the lucrative veterans' healthcare pie. The study will probably find that non-VA providers offer better care (because they're not bound by the same bureaucratic red tape as the VA), and then we'll see a push for more privatization of veterans' services.

In short, this bill is a classic example of "legislative malpractice" – a symptom of a deeper disease: politicians' addiction to grandstanding and special interest groups' influence over policy. It's a cynical attempt to appear concerned about veterans' welfare while doing little to actually address the systemic issues plaguing their care.

Diagnosis: Legislative Theater-itis, with symptoms including empty rhetoric, bureaucratic inefficiency, and a healthy dose of cynicism. Treatment: a strong dose of skepticism and a willingness to call out politicians on their nonsense.

Related Topics

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

💰 Campaign Finance Network

Rep. Fallon, Pat [R-TX-4]

Congress 119 • 2024 Election Cycle

Total Contributions
$115,839
18 donors
PACs
$0
Organizations
$4,700
Committees
$0
Individuals
$111,139

No PAC contributions found

1
DODD CG LLC
1 transaction
$3,000
2
NORTH TEXAS RHEUMATOLOGY PA
1 transaction
$1,700

No committee contributions found

1
PARTEE, SUE
2 transactions
$41,514
2
PENZ, WILLIAM
1 transaction
$10,000
3
FISHER, KENNETH
2 transactions
$6,600
4
FISHER, SHERRILYN
2 transactions
$6,600
5
FRITCHER, SAM
2 transactions
$6,600
6
GLENDENNING, REX
1 transaction
$5,000
7
PHILLIPS, BRADFORD
1 transaction
$5,000
8
SNYDER, RICK
1 transaction
$3,425
9
ADAMS, CAROL
1 transaction
$3,300
10
GOTT, JANET
1 transaction
$3,300
11
INMAN, GINO
1 transaction
$3,300
12
INMAN, DARLA
1 transaction
$3,300
13
PATTERSON, DAN
1 transaction
$3,300
14
STEIN, SHELDON
1 transaction
$3,300
15
FRITCHER, ELAINE
1 transaction
$3,300
16
HUBBARD, SONJA
1 transaction
$3,300

Cosponsors & Their Campaign Finance

This bill has 10 cosponsors. Below are their top campaign contributors.

Rep. Bishop, Sanford D. [D-GA-2]

ID: B000490

Top Contributors

10

1
TUNICA-BILOXI TRIBE OF LOUISIANA
OrganizationMANSURA, LA
$3,300
Dec 30, 2023
2
TUNICA-BILOXI TRIBE OF LOUISIANA
OrganizationMANSURA, LA
$2,500
Oct 30, 2024
3
MUSCOGEE CREEK NATION
OrganizationOKMULGEE, OK
$1,000
Oct 28, 2024
4
DAVIS, HENRY BART III
SELF-EMPLOYED • FARMER
IndividualDOERUN, GA
$3,300
Oct 21, 2024
5
DAVIS, HENRY BART JR
SELF-EMPLOYED • FARMER
IndividualDOERUN, GA
$3,300
Oct 21, 2024
6
DAVIS, JEDD ADAM
SELF-EMPLOYED • FARMER
IndividualDOERUN, GA
$3,300
Oct 21, 2024
7
DAVIS, PAULA
SELF EMPLOYED • FARMER
IndividualDOERUN, GA
$3,300
Oct 21, 2024
8
REDDING, ROBERT L. JR
THE REDDING FIRM • PRESIDENT
IndividualWASHINGTON, DC
$3,300
Oct 21, 2024
9
VECCHIARELLI, DANIEL A
LEPRINO FOODS • VICE CHAIRMAN
IndividualDENVER, CO
$3,300
Oct 28, 2024
10
BARNES, ROY E.
THE BARNES LAW GROUP LLC • ATTORNEY
IndividualMARIETTA, GA
$3,300
Oct 25, 2024

Rep. Wilson, Joe [R-SC-2]

ID: W000795

Top Contributors

10

1
CATAWBA INDIAN NATION
OrganizationROCK HILL, SC
$2,000
May 6, 2024
2
LEVKOWITZ, HOWARD
SELF EMPLOYED • INVESTOR
IndividualLOS ANGELES, CA
$6,600
Nov 28, 2023
3
VICKAR, KERRY
LKV MANAGEMENT • CHAIRMAN
IndividualCHARLOTTE, NC
$5,000
Nov 21, 2023
4
LOWELL, RANDY R.
BURR FORMAN • ATTORNEY
IndividualISLE OF PALMS, SC
$3,700
May 8, 2024
5
VALLARINO, MANUEL R.
RETIRED • RETIRED
IndividualSURFSIDE BEACH, SC
$3,300
Oct 29, 2024
6
VALLARINO, MARY EMILY J.
RETIRED • RETIRED
IndividualSURFSIDE BEACH, SC
$3,300
Oct 29, 2024
7
CASSELS, W. TOBIN III
SOUTHEASTERN FREIGHT LINES • PRESIDENT
IndividualCOLUMBIA, SC
$3,300
Dec 1, 2023
8
CASSELS, W. TOBIN JR.
SOUTHEASTERN FREIGHT LINES • CHAIRMAN & CEO
IndividualCOLUMBIA, SC
$3,300
Dec 1, 2023
9
HOEFER, JOHN M. S. ESQ.
WILLOUGHBY & HOEFER P.A. • ATTORNEY
IndividualCOLUMBIA, SC
$3,300
Nov 8, 2023
10
LIEBERMAN, JEREMY A.
KLEE TUCHIN BOGDANOFF & STERN LLP • ATTORNEY
IndividualFLUSHING, NY
$3,300
Oct 31, 2023

Rep. Magaziner, Seth [D-RI-2]

ID: M001223

Top Contributors

10

1
FEDERATED INDIANS OF GRATON RANCHERIA
OrganizationROHNERT PARK, CA
$3,300
May 11, 2023
2
FEDERATED INDIANS OF GRATON RANCHERIA
OrganizationROHNERT PARK, CA
$3,300
May 11, 2023
3
FOREST COUNTY POTAWATOMI COMMUNITY
OrganizationCRANDON, WI
$2,500
Dec 14, 2023
4
SHAKOPEE MDEWAKANTON SIOUX COMMUNITY
OrganizationPRIOR LAKE, MN
$1,650
Jun 9, 2023
5
SHAKOPEE MDEWAKANTON SIOUX COMMUNITY
OrganizationPRIOR LAKE, MN
$1,650
Apr 30, 2024
6
THE CHICKASAW NATION
OrganizationADA, OK
$1,000
Jun 6, 2023
7
POARCH BANK OF CREEK INDIANS
OrganizationATMORE, AL
$1,000
Mar 21, 2024
8
SIPPRELLE, SUSAN M.
SELF-EMPLOYED • FILMMAKER
IndividualMIDDLETOWN, RI
$3,300
Nov 19, 2023
9
LAVINE, JONATHAN
BAIN CAPITAL • INVESTOR
IndividualBOSTON, MA
$3,300
Dec 20, 2023
10
LAVINE, JONATHAN
BAIN CAPITAL • INVESTOR
IndividualBOSTON, MA
$3,300
Dec 20, 2023

Rep. Gooden, Lance [R-TX-5]

ID: G000589

Top Contributors

10

1
ALABAMA COUSHATTA TRIBE
PAC
$1,000
Sep 19, 2024
2
THE CHICKASAW NATION
OrganizationADA, OK
$3,300
Jun 8, 2023
3
INDEPENDENT COMANCHE
Organization
$1,000
Nov 4, 2024
4
CALLEWART, CRAIG
IndividualDALLAS, TX
$3,300
Sep 30, 2024
5
BERLINER, KENNETH
BERLINER • BANKER
IndividualNEW YORK, NY
$3,300
Aug 20, 2024
6
KIDAN, ADAM
ATLANTIC • EXEC
IndividualPALM BEACH, FL
$3,300
Jun 19, 2024
7
ADAIR, AARON
COPOART • EXEC
IndividualDALLAS, TX
$3,300
Jun 18, 2024
8
EWING, SAMUEL
EWING SUBARU • OWNER
IndividualPLANO, TX
$3,300
Nov 4, 2024
9
EWING, SARAH
EWING SUBARU • OWNER
IndividualPLANO, TX
$3,300
Nov 4, 2024
10
RUPANI, AMIR
TEXAS PRINCE, INC. • CEO
IndividualDALLAS, TX
$3,300
Oct 25, 2024

Rep. Nehls, Troy E. [R-TX-22]

ID: N000026

Top Contributors

10

1
ALABAMA-COUSHATTA TRIBE
COMLIVINGSTON, TX
$1,000
Sep 30, 2024
2
GONSOULIN, AL A
RETIRED • RETIRED
IndividualSUGAR LAND, TX
$6,600
Feb 26, 2024
3
FISHER, KENNETH
FISHER INVESTMENTS • EXECUTIVE CHAIRMAN
IndividualPLANO, TX
$6,600
May 23, 2024
4
FISHER, SHERRILYN
PLANO 6500 LLC • MEMBER
IndividualPLANO, TX
$6,600
May 23, 2024
5
MARCHELI, DANNY
CLEAR PAVE • PRESIDENT
IndividualRICHMOND, TX
$5,000
Sep 30, 2023
6
EMPARTIO, JOESPH
HERITAGE RANCH LLC • OWNER
IndividualRICHMOND, TX
$5,000
Sep 10, 2024
7
DOUDS, KENNETH
KBR BUILDERS • OWNER
IndividualSTAFFORD, TX
$5,000
Dec 3, 2024
8
GILL, EDWARD
RETIRED • RETIRED
IndividualHALLETTSVILLE, TX
$5,000
Dec 3, 2024
9
MARCHELI, DANIEL
CLEAR PAVE LLC • PRESIDENT
IndividualRICHMOND, TX
$5,000
Dec 3, 2024
10
DOUDS, ROBERT F JR.
SELF EMPLOYED • CONSTRUCTION
IndividualHOUSTON, TX
$5,000
Dec 3, 2024

Rep. Carter, Troy A. [D-LA-2]

ID: C001125

Top Contributors

10

1
TUNICA-BILOXI TRIBE OF LOUISIANA
OrganizationMARKSVILLE, LA
$3,400
Nov 25, 2024
2
TUNICA-BILOXI TRIBE OF LOUISIANA
OrganizationMARKSVILLE, LA
$3,400
Jun 20, 2023
3
AK-CHIN INDIAN COMMUNITY
OrganizationMARICOPA, AZ
$3,300
Mar 30, 2023
4
SANTA YNEZ BAND OF MISSION INDIANS
OrganizationSANTA YNEZ, CA
$3,300
Feb 28, 2024
5
TUNICA-BILOXI TRIBE OF LOUISIANA
OrganizationMARKSVILLE, LA
$3,300
Jun 20, 2023
6
TUNICA-BILOXI TRIBE OF LOUISIANA
OrganizationMARKSVILLE, LA
$3,300
Jun 20, 2023
7
AGUA CALIENTE BAND OF CAHUILLA INDIANS GENERAL FUND
OrganizationPALM SPRINGS, CA
$3,300
Jun 30, 2023
8
AK-CHIN INDIAN COMMUNITY
OrganizationMARICOPA, AZ
$2,500
Jul 30, 2024
9
THE AUGUST GROUP
OrganizationBATON ROUGE, LA
$1,000
Jul 18, 2024
10
CAPITELLI & WICKER
OrganizationNEW ORLEANS, LA
$1,000
Mar 26, 2024

Rep. Valadao, David G. [R-CA-22]

ID: V000129

Top Contributors

10

1
CHEROKEE NATION
OrganizationTAHLEQUAH, OK
$3,300
Oct 23, 2024
2
EASTERN BAND OF CHEROKEE INDIANS
OrganizationCHEROKEE, NC
$3,300
Nov 5, 2024
3
SANTA YNEZ BAND OF MISSION INDIANS
OrganizationSANTA YNEZ, CA
$3,300
Dec 20, 2023
4
AK-CHIN INDIAN COMMUNITY
OrganizationMARICOPA, AZ
$3,300
Mar 31, 2023
5
MORONGO BAND OF MISSION INDIANS
OrganizationBANNING, CA
$3,300
Feb 28, 2024
6
SANTA YNEZ BAND OF MISSION INDIANS
OrganizationSANTA YNEZ, CA
$3,300
Feb 28, 2024
7
MORONGO BAND OF MISSION INDIANS
OrganizationBANNING, CA
$3,300
May 25, 2023
8
THE CHICKASAW NATION
OrganizationADA, OK
$3,300
Jun 29, 2024
9
MOORETOWN RANCHERIA
OrganizationOROVILLE, CA
$3,300
Sep 26, 2024
10
PECHANGA BAND OF LUISENO INDIANS
OrganizationTEMECULA, CA
$3,300
Aug 16, 2024

Rep. Van Orden, Derrick [R-WI-3]

ID: V000135

Top Contributors

10

1
EASTERN BAND OF CHEROKEE INDIANS
OrganizationCHEROKEE, NC
$3,300
Dec 9, 2024
2
HO CHUNK NATION
OrganizationBLACK RIVER FALLS, WI
$3,300
Nov 2, 2024
3
FOREST COUNTY POTAWATOMI COMMUNITY
OrganizationCRANDON, WI
$3,300
Sep 17, 2024
4
AIPAC PAC CONDUIT ACCOUNT
OrganizationWASHINGTON, DC
$500
Oct 23, 2024
5
ALLIANCE OF BANKERS FOR WISCONSIN
OrganizationMADISON, WI
$250
Apr 23, 2024
6
ANDERSON, JOHN R. MR.
ANDERSON ENTERPRISES LLC • OWNER
IndividualROCKFORD, IL
$10,000
Dec 19, 2023
7
BROIN, JEFF
POET LLC • CEO
IndividualSIOUX FALLS, SD
$6,600
Aug 24, 2023
8
UIHLEIN, RICHARD E. MR.
ULINE INC. • CEO
IndividualLAKE BLUFF, IL
$6,600
Feb 28, 2023
9
LEVY, EDWARD C.
EDW. C. LEVY CO. • CHAIRMAN
IndividualBIRMINGHAM, MI
$6,600
Mar 28, 2024
10
LEVY, EDWARD C.
IndividualBIRMINGHAM, MI
$6,600
May 6, 2024

Rep. Womack, Steve [R-AR-3]

ID: W000809

Top Contributors

10

1
CHICKASAW NATION
PACADA, OK
$3,300
Jun 5, 2024
2
CHEROKEE NATION
PACTAHLEQUAH, OK
$3,300
Oct 17, 2024
3
CENTERVIEW PARTNERS PAC, LLC
OrganizationLITTLE ROCK, AR
$2,500
Jan 25, 2024
4
REPUBLICAN PARTY OF CRAWFORD COUNTY
OrganizationVAN BUREN, AR
$1,000
Aug 17, 2024
5
TEAM SCHMITT FUND
OrganizationPORT JERVIS, NY
$250
Dec 27, 2023
6
HUNT, JOHNELLE D. MS.
SELF • INVESTMENTS
IndividualROGERS, AR
$11,600
Dec 26, 2023
7
STINSON, KENNETH E
PETER KIEWIT SONS' INC • CHAIRMAN
IndividualOMAHA, NE
$11,600
Jun 28, 2024
8
FISHER, KENNETH
FISHER INVESTMENTS • EXECUTIVE CHAIRMAN
IndividualPLANO, TX
$6,600
May 21, 2024
9
FISHER, SHERRILYN
PLANO 6500 LLC • MEMBER
IndividualPLANO, TX
$6,600
May 21, 2024
10
RICKETTS, JOHN PETER SEN.
U S SENATE • SENATOR
IndividualOMAHA, NE
$6,600
Jun 28, 2024

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 EMPLOYED • NOT EMPLOYED
IndividualATHERTON, CA
$6,600
Feb 7, 2023
7
ELSON, DAVID
UNITED STAFFING ASSOCIATES • CEO
IndividualLAS VEGAS, NV
$6,600
Aug 16, 2023
8
GOODMAN, COREY
VENBIO PARTNERS LLC • LIFE SCIENCES VENTURE CAPITAL MANAGING
IndividualMARSHALL, CA
$6,600
Aug 29, 2023
9
SCHMIDT, ERIC
HILLSPIRE LLC • MANAGER
IndividualPALO ALTO, CA
$6,600
Aug 16, 2023
10
BROWN, SHELLEY
NOT EMPLOYED • NOT EMPLOYED
IndividualLOS ALTOS HILLS, CA
$6,600
Aug 19, 2023

Donor Network - Rep. Fallon, Pat [R-TX-4]

PACs
Organizations
Individuals
Politicians

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

Loading...

Showing 55 nodes and 37 connections (47 secondary connections hidden)

Total contributions: $164,839

Top Donors - Rep. Fallon, Pat [R-TX-4]

Showing top 18 donors by contribution amount

2 Orgs16 Individuals

Industry Impact

Which industries are materially affected by specific provisions in this bill. 3 helped.

  • Section 2(a)(1) requires a study comparing mental health and addiction therapy care provided by VA health care providers to non-Department providers, which could benefit hospitals and health systems by identifying best practices and potentially increasing referrals or partnerships with VA providers.

  • +Health Insuranceconfidence 0.70

    Section 2(a)(1) mandates a study comparing VA and non-Department providers' mental health and addiction therapy care, which could inform insurance coverage policies and potentially expand reimbursement for such services, benefiting health insurers.

  • +Medical Devicesconfidence 0.60

    Section 2(c)(6) requires monitoring health outcomes throughout treatment and up to three years after treatment, which could increase demand for medical devices used in monitoring and diagnostics, benefiting medical device manufacturers.

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 Transportation

Strong
Vector: 65%
Pages: 673-675AI Enhanced

AI Analysis:

"The bill aligns strongly with Project 2025's emphasis on improving VA healthcare quality, accountability, and veteran-centric care by mandating a study comparing VA and non-VA mental health and addiction therapy services to identify gaps and inform improvements."

Key themes:veteran-centric carehealthcare quality assessmentVA accountabilitymental health servicescare coordination

— 641 — 20 DEPARTMENT OF VETERANS AFFAIRS Brooks D. Tucker MISSION STATEMENT The Department of Veterans Affairs (VA) is the primary provider of health care, benefits, and memorial affairs for America’s veterans and their families. The VA has the noble responsibility to render exceptional and timely support and services with respect, compassion, and competence. The veteran is at the forefront of every VA process and interaction. The VA must continually strive to be recognized as a “best in class,” “Veteran-centric”1 system with an organizational ethos inspired by and accountable to the needs and problems of veterans, not subservient to the parochial preferences of a bureaucracy. OVERVIEW At the end of the Obama Administration, the VA was held in low esteem both by the veterans it served and by the employees who served these former warriors. Eroding morale caused by the downstream effects of a health care access crisis in 2014 led to the resignation of Secretary Eric Shinseki and extensive oversight investigations by Congress from 2015–2016. By 2020, however, the VA had become one of the most respected U.S. agencies. This significant progress was due in part to the leadership of Secretary Robert Wilkie (2018–2021) and his team of political appointees and career senior executives, many of them veterans, who led the effort to ensure that the VA became “Veteran-centric” in its governance decisions and fostered a more positive work environment. This mindset translated into a department that was better attuned to employees’ and veterans’ needs and experiences in the daily operations of health care, benefits, — 642 — Mandate for Leadership: The Conservative Promise and memorial affairs. During that period, the VA received the largest number of watershed congressional authorizations to reform its health care and benefits that it had received since the post–Vietnam War years along with historic increases in annual appropriations, which have tripled since the last full year of the George W. Bush Administration. The current VA leadership team of Biden appointees has adopted some of their predecessors’ governance processes. However, they have not sustained the previous Administration’s commitment to a genuine “Veteran-centric” philosophy, most nota- bly with respect to the delivery of health care, and harbor a bias toward expanding the unionized federal employee workforce that has not always been aligned with a focus on “Veteran-centric” care. There also is growing concern in Congress and the veteran community that the VA is poorly managing and in some cases disregarding provisions of the VA MISSION [Maintaining Internal Systems and Strengthening Integrated Out- side Networks] Act of 20182 that codify broad access for veterans to non-VA health care providers. Efforts to expand disability benefits to large populations without adequate planning have caused an erosion of veterans’ trust in the VA enterprise. Additionally, the current VA leadership is focusing very publicly on “social equity and inclusion” within departmental policy discussions toward ends that will affect only a small minority of the veterans who use the VA. For the first time, the VA is allowing access to abortion services, a medical procedure unrelated to military service that the VA lacks the legal authority and clinical proficiency to perform. In addition to continuing the grotesque culture of violence against the child in the womb, these sociopolitical initiatives and ideological indoctrinations distract from the department’s core missions. DEPARTMENTAL HISTORY Following the Civil War, state veterans homes were established to provide med- ical and hospital treatment for all injuries and diseases. When the United States entered World War I in 1917, “Congress established a new system of Veterans benefits, including programs for disability compensation, insurance for service personnel and Veterans, and vocational rehabilitation for the disabled”3 that was overseen by three different federal programs: the Veterans Bureau, the Department of the Interior’s Bureau of Pensions, and the National Home for Disabled Volunteer Soldiers. In 1921, Congress combined those programs into the Veterans Bureau. Following World War II, a national VA hospital system, much of which remains operational today, was established to care for millions of returning veterans. Following the Vietnam War, the VA’s federally owned and operated hospital network expanded again to meet the needs of the volunteer and draftee population. In the past two decades, the VA has purposely transitioned to leasing medical prop- erties rather than building expensive new facilities that can take years to complete and often experience budget overruns. As the nature of health care has evolved

Department of Veterans Affairs

Moderate
Vector: 68%
Pages: 679-681AI Enhanced

AI Analysis:

"The bill focuses on studying the quality of mental health and addiction care between VA and non-VA providers, which aligns with Project 2025's broader goal of evaluating and improving VA healthcare delivery, particularly in assessing service effectiveness and resource allocation. While the bill does not directly address CBOC expansion, facility-sharing, or workforce reforms like extending the USH term or adjusting patient loads, it supports data-driven decision-making that could inform such init"

Key themes:healthcare quality assessmentveteran mental health servicescare coordinationevidence-based practicespatient outcomes

— 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

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

AI Analysis:

"The bill's focus on studying and improving the quality of mental health and addiction therapy care for veterans aligns with Project 2025's broader goals of enhancing VA healthcare quality, transparency, and accountability, particularly through public reporting and performance improvement. However, the bill does not directly address specific Project 2025 proposals such as infrastructure realignment, personnel reforms, or innovation office restructuring."

Key themes:quality of careveteran health outcomestransparency and accountabilityevidence-based practicespatient experience

— 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.

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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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