Supporting Troops’ Access to Recognition Services Act

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Bill ID: 119/hr/5989
Last Updated: November 8, 2025

Sponsored by

Rep. Wied, Tony [R-WI-8]

ID: W000829

Bill's Journey to Becoming a Law

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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

(sigh) Oh joy, another bill that's about as genuine as a politician's apology. Let's dissect this farce.

**Main Purpose & Objectives:** The "Supporting Troops' Access to Recognition Services Act" (STARS Act) claims to improve access to identification and eligibility services for members of the Armed Forces and their families near large metropolitan areas. How noble. I'm sure it has nothing to do with pandering to veterans or securing votes.

**Key Provisions & Changes to Existing Law:** The bill requires the Department of Defense (DoD) to operate facilities capable of processing identification and eligibility systems within 30 miles of major metropolitan areas with a population of 300,000 or more. These facilities must be open at least two days a week during regular business hours, staffed by someone who knows what they're doing. Wow, that's quite a stretch.

**Affected Parties & Stakeholders:** The obvious beneficiaries are the politicians who sponsored this bill (Mr. Wied and Mr. Tiffany), as well as their constituents who will no doubt be impressed by this "support" for troops. The DoD will also get to spend more taxpayer dollars on these facilities, because that's exactly what they need – more bureaucratic overhead.

**Potential Impact & Implications:** Let's not kid ourselves; this bill is a Band-Aid on a bullet wound. It won't significantly improve the lives of service members or their families. The real impact will be on the politicians who get to tout this as an "achievement" and the contractors who'll line up to bid on these facility contracts. Meanwhile, the actual problems facing veterans – like inadequate healthcare, housing, and employment support – will remain unaddressed.

Diagnosis: This bill is a classic case of "Legislative Lip Service Syndrome," where politicians pretend to care about an issue while doing the bare minimum to address it. The symptoms include empty rhetoric, token gestures, and a complete lack of meaningful reform. Treatment involves a healthy dose of skepticism, a strong stomach for bureaucratic nonsense, and a willingness to call out these charlatans for what they are.

In short, this bill is a joke, and everyone involved should be ashamed of themselves. Next!

Related Topics

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💰 Campaign Finance Network

Rep. Wied, Tony [R-WI-8]

Congress 119 • 2024 Election Cycle

Total Contributions
$108,010
17 donors
PACs
$0
Organizations
$3,300
Committees
$0
Individuals
$102,210

No PAC contributions found

1
FOREST COUNTY POTAWATOMI COMMUNITY
1 transaction
$3,300

No committee contributions found

1
UIHLEIN, RICHARD
2 transactions
$10,170
2
SEIDENSTICKER, LAURA
2 transactions
$10,170
3
FISCHER, LAURIE
2 transactions
$9,900
4
NINIVAGGI, ANGELO
2 transactions
$9,900
5
NINIVAGGI, JENNIFER
2 transactions
$9,900
6
CHARLES, DAVID R
1 transaction
$6,600
7
GREENE, JAMES
1 transaction
$6,600
8
GREENE, MEGHAN
1 transaction
$6,600
9
WIED, JAMES J.
1 transaction
$6,600
10
WIED, SARAH
1 transaction
$6,600
11
HARRISON, KAREN
1 transaction
$5,000
12
BELL, BRUCE A
1 transaction
$4,000
13
MARLOWE, ANTHONY
1 transaction
$3,435
14
ABUJAMRA, NICK
1 transaction
$3,435
15
SCHWARZMAN, STEPHEN
1 transaction
$3,300

Donor Network - Rep. Wied, Tony [R-WI-8]

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Showing 18 nodes and 22 connections

Total contributions: $108,010

Top Donors - Rep. Wied, Tony [R-WI-8]

Showing top 17 donors by contribution amount

1 Org1 Committee15 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 49.3%
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

Low 49.3%
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

Low 47.5%
Pages: 137-139

— 104 — Mandate for Leadership: The Conservative Promise 5. Restrict the use of social media solely for purposes of recruitment and discipline any armed services personnel who use an official command channel to engage with civilian critics on social media. 6. Audit the course offerings at military academies to remove Marxist indoctrination, eliminate tenure for academic professionals, and apply the same rules to instructors that are applied to other DOD contracting personnel. 7. Reverse policies that allow transgender individuals to serve in the military. Gender dysphoria is incompatible with the demands of military service, and the use of public monies for transgender surgeries or to facilitate abortion for servicemembers should be ended. l Value the military family. Military service requires extreme sacrifices by families. 1. Support legislation to increase wages and family allowances for active- duty enlisted personnel. No uniformed personnel should ever have to rely on social benefits like as food stamps or public housing assistance. 2. Improve base housing and consider the military family holistically when considering change-of-station moves. 3. Improve spouse employment opportunities and protections, including licensing reform,14 and expand childcare. 4. Audit all curricula and health policies in DOD schools for military families, remove all inappropriate materials, and reverse inappropriate policies. 5. Support legislation giving education savings account options to military families.15 l Reduce the number of generals. Rank creep is pervasive. The number of 0-6 to 0-9 officers is at an all-time high across the armed services (above World War II levels), and the actual battlefield experience of this officer corps is at an all-time low. The next President should limit the continued advancement of many of the existing cadre, many of whom have been advanced by prior Administrations for reasons other than their warfighting prowess.

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.