To prohibit the use of funds for certain parades.

Bill ID: 119/hr/2919
Last Updated: April 15, 2025

Sponsored by

Rep. Veasey, Marc A. [D-TX-33]

ID: V000131

Bill's Journey to Becoming a Law

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

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Bill Summary

Another masterpiece of legislative theater, courtesy of the esteemed members of Congress. Let's dissect this farce, shall we?

**Main Purpose & Objectives:** The PARADE Act (because who doesn't love a good acronym?) claims to prohibit the use of funds for "certain parades." Ah, yes, because the most pressing issue facing our nation is clearly the allocation of resources for military parades. I mean, it's not like there are more pressing concerns, like, say, actual defense spending or healthcare.

**Key Provisions & Changes to Existing Law:** The bill prohibits the use of funds for parades sponsored by the Department of Defense or the White House that specifically commemorate or pay tribute to the current President. Wow, what a bold move! I'm sure this will have a significant impact on the nation's defense strategy and not just be a symbolic gesture designed to appease certain constituencies.

**Affected Parties & Stakeholders:** The usual suspects are involved here: politicians looking for a sound bite, special interest groups seeking to curry favor, and voters who are too busy being distracted by shiny objects to notice the actual issues. The Department of Defense and the White House will have to pretend to care about this bill, while lobbyists will be working behind the scenes to ensure their clients' interests are represented.

**Potential Impact & Implications:** Let's get real here – this bill is a Band-Aid on a bullet wound. It's a token gesture designed to make politicians look like they're doing something without actually addressing any meaningful issues. The impact will be negligible, and the implications will be limited to a few headlines and some feel-good rhetoric.

Diagnosis: This bill suffers from a severe case of "Legislative Theater-itis," a disease characterized by grandstanding, posturing, and a complete lack of substance. Symptoms include an overabundance of empty rhetoric, a dearth of actual policy changes, and a healthy dose of hypocrisy.

Treatment: A strong dose of skepticism, a healthy serving of ridicule, and a pinch of reality would be the recommended treatment for this legislative farce. Unfortunately, I fear that's not in the cards, as our esteemed politicians will likely continue to peddle this nonsense to an unsuspecting public.

Related Topics

Civil Rights & Liberties State & Local Government Affairs Transportation & Infrastructure Small Business & Entrepreneurship Government Operations & Accountability National Security & Intelligence Criminal Justice & Law Enforcement Federal Budget & Appropriations Congressional Rules & Procedures
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đź’° Campaign Finance Network

Rep. Veasey, Marc A. [D-TX-33]

Congress 119 • 2024 Election Cycle

Total Contributions
$68,000
20 donors
PACs
$0
Organizations
$2,000
Committees
$0
Individuals
$66,000

No PAC contributions found

1
ALABAMA-COUSHATTA TRIBE
1 transaction
$1,000
2
BGR GOVERNMENT AFFAIRS, LLC
1 transaction
$500
3
LAW OFFICE OF FREDERICK GRAEFE PLLC
1 transaction
$500

No committee contributions found

1
ENGLANDER, MARTY
2 transactions
$6,600
2
FINLEY, JAMES D.
2 transactions
$6,600
3
FLOWERS, BRIAN
2 transactions
$6,600
4
BILLINGSLEY, LINDSAY
1 transaction
$3,300
5
GATES, WILLIAM H. III
1 transaction
$3,300
6
KRAUS, PETER A.
1 transaction
$3,300
7
SAMPSON, DEMETRIS
1 transaction
$3,300
8
STEWART, JENNIFER
1 transaction
$3,300
9
STUART, BARKLEY
1 transaction
$3,300
10
WRIGHT, GAIL
1 transaction
$3,300
11
ADAMS, VICTORIA A
1 transaction
$3,300
12
ARMSTRONG, BRIAN
1 transaction
$3,300
13
BEEUWKES, REINIER III
1 transaction
$3,300
14
CORLEY, SCOTT
1 transaction
$3,300
15
DEWAR, CLAIRE
1 transaction
$3,300
16
ENGLANDER, MARILYN
1 transaction
$3,300
17
FLOWERS, JULIA
1 transaction
$3,300

Donor Network - Rep. Veasey, Marc A. [D-TX-33]

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Total contributions: $68,000

Top Donors - Rep. Veasey, Marc A. [D-TX-33]

Showing top 20 donors by contribution amount

3 Orgs17 Individuals

Project 2025 Policy Matches

This bill shows semantic similarity to the following sections of the Project 2025 policy document. Higher similarity scores indicate stronger thematic connections.

Introduction

Low 45.6%
Pages: 75-77

— 42 — Mandate for Leadership: The Conservative Promise ENDNOTES 1. U.S. Constitution, art. II, § 1, https://constitution.congress.gov/constitution/article-2/ (accessed February 14, 2023). 2. U.S. Constitution, art. II, § 2. 3. U.S. Constitution, art. II, § 3. 4. U.S. Constitution, art. II, § 2. 5. See Chapter 2, “Executive Office of the President,” infra. 6. H.R. 4328, Omnibus Consolidated and Emergency Supplemental Appropriations Act, 1999, Public Law No. 105- 277, 105th Congress, October 21, 1998, Division C, Title I, § 151, https://www.congress.gov/105/plaws/publ277/ PLAW-105publ277.pdf (accessed February 15, 2023). 7. S. 1871, An Act to Prevent Pernicious Political Activities, Public Law No. 76-252, 76th Congress, August 2, 1939, https://govtrackus.s3.amazonaws.com/legislink/pdf/stat/53/STATUTE-53-Pg1147.pdf (accessed March 7, 2023). 8. S. 758, National Security Act of 1947, Public Law No. 80-253, 80th Congress, July 26, 1947, https://govtrackus. s3.amazonaws.com/legislink/pdf/stat/61/STATUTE-61-Pg495.pdf (accessed February 15, 2023). “The National Security Council was established by the National Security Act of 1947 (PL 235 – 61 Stat. 496; U.S.C. 402), amended by the National Security Act Amendments of 1949 (63 Stat. 579; 50 U.S.C. 401 et seq.). Later in 1949, as part of the Reorganization Plan, the Council was placed in the Executive Office of the President.” The White House, “National Security Council,” https://www.whitehouse.gov/nsc/ (accessed February 15, 2023). 9. See Chapter 2, “Executive Office of the President,” infra. 10. President William J. Clinton, Executive Order 12835, “Establishment of the National Economic Council,” January 25, 1993, in Federal Register, Vol. 58, No. 16 (January 27, 1993), pp. 6189–6190, https://www.govinfo. gov/content/pkg/FR-1993-01-27/pdf/FR-1993-01-27.pdf (accessed March 7, 2023).

Introduction

Low 45.6%
Pages: 75-77

— 42 — Mandate for Leadership: The Conservative Promise ENDNOTES 1. U.S. Constitution, art. II, § 1, https://constitution.congress.gov/constitution/article-2/ (accessed February 14, 2023). 2. U.S. Constitution, art. II, § 2. 3. U.S. Constitution, art. II, § 3. 4. U.S. Constitution, art. II, § 2. 5. See Chapter 2, “Executive Office of the President,” infra. 6. H.R. 4328, Omnibus Consolidated and Emergency Supplemental Appropriations Act, 1999, Public Law No. 105- 277, 105th Congress, October 21, 1998, Division C, Title I, § 151, https://www.congress.gov/105/plaws/publ277/ PLAW-105publ277.pdf (accessed February 15, 2023). 7. S. 1871, An Act to Prevent Pernicious Political Activities, Public Law No. 76-252, 76th Congress, August 2, 1939, https://govtrackus.s3.amazonaws.com/legislink/pdf/stat/53/STATUTE-53-Pg1147.pdf (accessed March 7, 2023). 8. S. 758, National Security Act of 1947, Public Law No. 80-253, 80th Congress, July 26, 1947, https://govtrackus. s3.amazonaws.com/legislink/pdf/stat/61/STATUTE-61-Pg495.pdf (accessed February 15, 2023). “The National Security Council was established by the National Security Act of 1947 (PL 235 – 61 Stat. 496; U.S.C. 402), amended by the National Security Act Amendments of 1949 (63 Stat. 579; 50 U.S.C. 401 et seq.). Later in 1949, as part of the Reorganization Plan, the Council was placed in the Executive Office of the President.” The White House, “National Security Council,” https://www.whitehouse.gov/nsc/ (accessed February 15, 2023). 9. See Chapter 2, “Executive Office of the President,” infra. 10. President William J. Clinton, Executive Order 12835, “Establishment of the National Economic Council,” January 25, 1993, in Federal Register, Vol. 58, No. 16 (January 27, 1993), pp. 6189–6190, https://www.govinfo. gov/content/pkg/FR-1993-01-27/pdf/FR-1993-01-27.pdf (accessed March 7, 2023). — 43 — 2 EXECUTIVE OFFICE OF THE PRESIDENT OF THE UNITED STATES Russ Vought In its opening words, Article II of the U.S. Constitution makes it abundantly clear that “[t]he executive power shall be vested in a President of the United States of America.”1 That enormous power is not vested in departments or agencies, in staff or administrative bodies, in nongovernmental organizations or other equities and interests close to the government. The President must set and enforce a plan for the executive branch. Sadly, however, a President today assumes office to find a sprawling federal bureaucracy that all too often is carrying out its own policy plans and preferences—or, worse yet, the policy plans and preferences of a radical, supposedly “woke” faction of the country. The modern conservative President’s task is to limit, control, and direct the executive branch on behalf of the American people. This challenge is created and exacerbated by factors like Congress’s decades-long tendency to delegate its lawmaking power to agency bureaucracies, the pervasive notion of expert “inde- pendence” that protects so-called expert authorities from scrutiny, the presumed inability to hold career civil servants accountable for their performance, and the increasing reality that many agencies are not only too big and powerful, but also increasingly weaponized against the public and a President who is elected by the people and empowered by the Constitution to govern. In Federalist No. 47, James Madison warned that “[t]he accumulation of all powers, legislative, executive, and judiciary, in the same hands, whether of one, a few, or many, and whether hereditary, self-appointed, or elective, may justly be pronounced the very definition of tyranny.”2 Regrettably, that wise and cautionary note describes to a significant degree the modern executive branch, which—whether controlled

Introduction

Low 44.2%
Pages: 143-145

— 110 — Mandate for Leadership: The Conservative Promise there are no general or field-grade officers who served as planners or commanders against a near-peer adversary in combat. 4. Examine the logic of emerging Army concepts about employing massed long-range fires and effects without considering how to gain advantage by closing with and dominating an adversary on land. 5. Recognize that high-intensity land combat operations cannot be sustained through short-term individual or unit rotations in the style of the sustained low-intensity campaigns conducted over the past 20 years. 6. Transform how the National Guard is employed during extended operations short of declared war to preclude back-to-back federal and state deployments of National Guard soldiers in order to stabilize and preserve military volunteerism in our communities. 7. Revamp Army school curricula to concentrate on preparation for large- scale land operations that focus on defeating a peer threat. 8. Address the underlying causal issues driving increasing Army suicide rates, which have surpassed pre–World War II rates and are now eclipsing the rate among civilians. U.S. NAVY As noted at the beginning of this chapter, the U.S. Constitution gives Congress the power to “provide and maintain a Navy.” Inherent in this phrase is a recognition that there is a vital national interest in the maritime environment and that this national interest requires sustained planning and investment. This is as true today as it was almost 250 years ago and will remain true into the future. The U.S. Navy (USN) exists for two primary reasons: to project prompt, sus- tained, and effective combat power globally, both at sea and ashore, and to deter aggression by potential adversaries by maintaining a forward operating presence in conjunction with allies and partners. Today, the People’s Republic of China Peo- ple’s Liberation Army Navy (PLAN) can challenge the USN’s ability to accomplish its mission in the Pacific and Indian Oceans. In the production, employment, and control of maritime forces, the USN must consider the scope and rate of technological change and, where appropriate, adapt its processes and workforce development. In balancing the necessary long-term industrial model of naval platforms against emerging short-term opportunities, the USN must take account of advances that may present vulnerabilities and risks as well as what is assured and secure. — 111 — Department of Defense Needed Reforms l Invest in and expand force structure. The USN’s organizing principle remains platform-centered: vessels manned by sailors. The manned surface and subsurface forces act in concert with land-based, air-based, and space- based forces to project power outside sovereign territory, principally by operating in international waters. Investments must be closely coordinated with these other elements of military power. 1. Build a fleet of more than 355 ships.26 2. Develop and field unmanned systems to augment the manned forces. 3. Require that range and lethality be the key factors in all procurement and sustainment decisions for ships, aircraft, and munitions. l Reestablish the General Board. In contrast with the Navy General Board that served ship development so well during the interwar period, the current joint process27 for defining the requirements for major defense acquisitions is not well-suited to long-term planning of the sort that is needed for USN fleet architecture and shipbuilding. The interwar General Board should serve as a model, empowered with final decision authority over all requirements documents concerning ships and the major defense systems fielded on ships. The individual board members would ensure a broad base of knowledge as well as independent thinking.28 l Establish a Rapid Capabilities Office. The USN must transition technology into warfighting capability more rapidly. It must foster a culture of innovation that includes connecting theoretical and intangible ideas with real production environments that produce tangible and practical outcomes and adapting proven processes to advance material solutions. 1. Harness innovation and willingness to tolerate risk so that “good enough” systems can be fielded rapidly. 2. Use the Space Development Agency as a model. 3. Establish an oversight Board of Directors made up of the service chief, service secretary, and Under Secretary of Defense for Acquisition and Sustainment.

Showing 3 of 5 policy matches

About These Correlations

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.