The bill
VAMOSA Act of 2025
HR. 6654, 119th Congress — read as touching AI & Cloud Infrastructure.
VAMOSA Act of 2025
Download PDFBill ID: 119/hr/6654
Last Updated: July 16, 2026
Sponsored by
Rep. Mace, Nancy [R-SC-1]
ID: M000194
Follow the money
The sponsor
Rep. Mace, Nancy [R-SC-1]
Every bill has someone who introduced it. That name is where the paper trail starts.
The money
$97,100 raised
28 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. 688-691 of the Mandate for Leadership.
Bill's Journey to Becoming a Law
Track this bill's progress through the legislative process
Latest Action
Forwarded by Subcommittee to Full Committee by Voice Vote.
April 14, 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 masterpiece of legislative theater, courtesy of the 119th Congress. The VAMOSA Act of 2025 is a bill that claims to address the Department of Veterans Affairs' (VA) software asset management woes. How quaint.
**Main Purpose & Objectives:** The bill's primary objective is to require the VA Secretary to establish and implement a comprehensive policy for managing software assets throughout the department. Because, apparently, the VA was just winging it until now. The bill aims to reduce waste, fraud, and abuse by maintaining a comprehensive inventory of software assets, assessing interoperability, and eliminating redundant purchases.
**Key Provisions & Changes to Existing Law:** The bill adds a new section (Sec. 534) to title 38, United States Code, which outlines the requirements for the VA's software asset management policy. This includes maintaining an inventory of software assets, assessing license restrictions, identifying waste and abuse, and adopting cost-effective licensing strategies. Oh, and let's not forget the obligatory training for employees on matters like contract negotiation and license terms. Because, clearly, they weren't doing their jobs properly before.
**Affected Parties & Stakeholders:** The VA, its employees, software vendors, and contractors will all be affected by this bill. But let's be real, the only stakeholders who truly matter are the ones with deep pockets and lobbying power. I mean, who needs actual veterans' welfare when you have software companies to appease?
**Potential Impact & Implications:** The bill might, just might, lead to some cost savings for the VA by reducing redundant purchases and optimizing license agreements. But let's not hold our breath. This is a classic case of "rearranging deck chairs on the Titanic." The real disease here is bureaucratic inefficiency, and this bill is just a Band-Aid on a bullet wound.
In conclusion, the VAMOSA Act of 2025 is a symptom of a deeper illness: the chronic inability of Congress to address actual problems. It's a feel-good bill that allows politicians to pretend they're doing something useful while ignoring the real issues plaguing the VA. So, go ahead and pat yourselves on the back, Congress. You've managed to create another pointless piece of legislation that will likely be forgotten in a year. Bravo.
Diagnosis: Legislative placebo effect. Prognosis: More of the same bureaucratic nonsense. Treatment: A healthy dose of skepticism and a strong stomach for the inevitable disappointment.
Related Topics
Military & Veterans Affairs
Generated using Llama 3.1 70B (Dr. Haus personality)
💰 Campaign Finance Network
Rep. Mace, Nancy [R-SC-1]
Congress 119 • 2024 Election Cycle
Total Contributions
$97,100
27 donors
PACs
$0
Organizations
$12,800
Committees
$0
Individuals
$84,300
No PAC contributions found
1
REW INVESTMENTS LLC
$5,800
2
KING & SOCIETY, LLC
$2,000
3
BARBER BROTHERS, LLC
$1,000
4
COASTAL GREEN CBD LLC
$1,000
5
MALL DRIVE MANAGEMENT, LLC
$1,000
6
SEAGLASS PARTNERS, LLC
$1,000
7
TWIN RIVERS HOLDINGS LLC
$1,000
No committee contributions found
1
GRIFFITH, JAMES
$6,600
2
RANNEY, TIM
$6,600
3
SINGER, PAUL
$6,600
4
GREENBLATT, SCOTT
$5,800
5
MOE, JEFFREY
$5,800
6
GLUECK, KENNETH
$5,000
7
HOME, CHARLOTTE
$5,000
8
DAVISON, KAY MS.
$3,300
9
HAAG, GORAN
$3,300
10
HAAG, ORPHA
$3,300
11
BUKOWSKY, BRANT
$3,300
12
BUKOWSKY, BROCK
$3,300
13
CATZ, SAFRA
$3,300
14
COOLEY, WILLIAM
$3,300
15
KELLOGG, DAVID
$3,300
16
TOPPER, LEWIS
$3,300
17
YODER, MAHLON
$3,300
18
CRUSEMANN, JEANNE
$3,300
19
EPSTEIN, MICHAEL
$3,300
20
GRENADER, DAVID
$3,300
Donor Network - Rep. Mace, Nancy [R-SC-1]
PACs
Organizations
Individuals
Politicians
Hub layout: Politicians in center, donors arranged by type in rings around them.
Loading...
Showing 58 nodes and 28 connections (58 secondary connections hidden)
Total contributions: $97,100
Top Donors - Rep. Mace, Nancy [R-SC-1]
Showing top 25 donors by contribution amount
7 Orgs20 Individuals
Industry Impact
Which industries are materially affected by specific provisions in this bill. 3 helped.
- +AI & Cloud Infrastructureconfidence 0.80
Section 2(b)(5) requires adopting cost-effective licensing strategies, including enterprise-wide agreements where practicable, which benefits cloud and SaaS providers by encouraging larger contracts.
- +Big Tech Platformsconfidence 0.70
Section 2(b)(1)-(6) mandates a comprehensive software asset management policy, including inventory, interoperability, license compliance, and training, which increases demand for software management tools and services from large tech platforms.
- +Cybersecurityconfidence 0.60
Section 2(b)(2) requires assessing interoperability and license restrictions, and Section 2(d)(1) includes training on negotiating contract terms to minimize vendor-imposed restrictions, which may increase reliance on cybersecurity and compliance software.
Who funds the sponsor on these industries
For each industry this bill affects, here's what the sponsor (Rep. Mace, Nancy [R-SC-1])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
- Big Tech Platforms$3,300from 1 contribution
- WALKER, KENT$3,300
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: 62%Pages: 688-691AI Enhanced
AI Analysis:
"The VAMOSA Act’s focus on eliminating waste, duplication, and unnecessary spending through better software asset management aligns with Project 2025’s goal of increasing efficiency and accountability in the Department of Veterans Affairs."
Key themes:waste reductioncost savingsaccountabilityefficiencysoftware asset management
— 655 — Department of Veterans Affairs ENDNOTES 1. U.S. Department of Veterans Affairs, Veterans Health Division, VHA Directive 1003, “VHA Veteran Patient Experience,” April 14, 2020, pp. 1 and B-1. 2. S. 2372, VA Mission Act of 2018, Public Law No. 115-182, 115th Congress, June 6, 2018, https://www.congress. gov/115/plaws/publ182/PLAW-115publ182.pdf (accessed January 30, 2023). 3. U.S. Department of Veterans Affairs, VA History Office, “VA History,” last updated May 27, 2021, https://www. va.gov/HISTORY/VA_History/Overview.asp (accessed January 28, 2023). 4. 38 U.S. Code § 1116, https://www.law.cornell.edu/uscode/text/38/1116 (accessed January 28, 2023). 5. S. 3373, Sergeant First Class Heath Robinson Honoring Our Promise to Address Comprehensive Toxics Act of 2022 (Honoring Our PACT Act of 2022), Public Law No. 117-168, 117th Congress, August 10, 2022, https://www. congress.gov/117/plaws/publ168/PLAW-117publ168.pdf (accessed January 28, 2023). 6. H.R. 2471, Consolidated Appropriations Act, 2022, Public Law No. 117-103, 117th Congress, March 15, 2022, Division S, Title I, https://www.congress.gov/117/plaws/publ103/PLAW-117publ103.pdf (accessed March 18, 2023). Known variously as the Department of Veterans Affairs Nurse and Physician Assistant Retention and Income Security Enhancement Act and the VA Nurse and Physician Assistant RAISE Act. 7. See note 5, supra. — 657 — Section Four THE ECONOMY The next Administration must prioritize the economic prosperity of ordi- nary Americans. For several decades, establishment “elites” have failed the citizenry by refusing to secure the border, outsourcing manufacturing to China and elsewhere, spending recklessly, regulating constantly, and generally controlling the country from the top down rather than letting it flourish from the bottom up. The proper role of government, as was articulated nearly 250 years ago, is to secure our God-given, unalienable rights in order that we might enjoy the pursuit of happiness, the benefits of free enterprise, and the blessings of liberty. Finding the right approach to trade policy is key to the fortunes of everyday Americans. In Chapter 26, president of the Competitive Enterprise Institute Kent Lassman and former White House director of trade and manufacturing policy Peter Navarro debate what an effective conservative trade policy would look like. Lass- man argues that the best trade policy is a humble, limited-government approach that would encourage free trade with all nations. He maintains that aggressive trade policies involve an increased government role that future leftist Administra- tions will utilize to push “climate change” and “equity”-based activism. Focusing more on gross domestic product (GDP) growth than on median income, he writes that “people mistakenly believe that U.S. manufacturing and the U.S. economy are in decline” when in truth “American manufacturing output is currently at an all-time high.” Meanwhile, we continue to experience “record-setting real GDP” despite our “long-run decline in manufacturing employment.” Lassman does not think that an aggressive U.S. trade policy would lead to more manufacturing jobs. Rather, he writes, “Federal Reserve research shows” that the
Department of Veterans Affairs
Moderate
Vector: 66%Pages: 682-684AI Enhanced
AI Analysis:
"The VAMOSA Act focuses on improving software asset management across the VA to reduce waste, increase cost savings, and enhance oversight, which aligns with Project 2025's broader goals of using technology and better management to streamline VBA operations, cut improper payments, and boost efficiency. However, the bill does not specifically target disability claims or VBA processes, so the alignment is moderate rather than direct."
Key themes:software asset managementwaste reductiontechnology automationcost savingsIT oversight
— 649 — Department of Veterans Affairs approaches and technology tools that currently exist in the private sector could be employed to improve existing VBA activities. This problem is most pronounced in the disability claims process, which needs more and better management attention focused on streamlining the procedures involved in processing claims and administering benefits. The VA must improve timeliness of claim adjudication and benefits delivery: Veterans want the VBA to provide timely responses to requests for benefits support, render empathetic customer service and understandable explanations of those benefits, and deliver those benefits without frustrating delays (weeks, not months). l Identify performance targets for benefits, report publicly on actual performance each quarter, and use these metrics to drive consistent improvement. l Develop a new pilot “Express 30” commitment for a veteran’s first fully developed disability compensation claim and organize the VBA to complete the first claim in 30 days. l Hire more private companies to perform disability medical examinations. Delays in completing the examinations could be eliminated with more external capacity. l Increase automation. Hiring additional staff to process claims is costly, is inflexible, and has yielded mixed results. Attempting to change laws and regulations simply to adjudicate claims would be a herculean effort given their complexity. The best way to provide benefits faster and more accurately is by using technology to perform most of the work. Technology currently exists in the private sector, but the VBA lacks the expertise to use it. This would be more of an organizational challenge than a technology hurdle. l Reduce improper payment and fraud. About $500 million is improperly paid out each year. Better tools, training, and management could reduce this substantially, but rule changes at the departmental level would be needed. Budget The VA’s Schedule for Rating Disabilities (VASRD) has assigned disability ratings to a growing number of health conditions over time; some are tenuously related or wholly unrelated to military service. The further growth in presumptive service-connected medical conditions pursued by Congress and Veteran Service Organizations, begun with Agent Orange and most recently for Burn Pits/Airborne — 650 — Mandate for Leadership: The Conservative Promise Toxins, has led to historic increases in mandatory VBA spending in recent years. The VA has a time-phased plan to reassess the VASRD and its ratings for com- pensation, but this internal process can be slow and laborious, requires Office of Management and Budget (OMB) approvals, and can become politically charged both in Congress and with VSOs. l The next Administration should explore how VASRD reviews could be accelerated with clearance from OMB to target significant cost savings from revising disability rating awards for future claimants while preserving them fully or partially for existing claimants. l The VBA’s Information Technology top-line budget should be reexamined and reassessed in light of the need for expanded automation across the enterprise. l Traditionally, VHA captures the large majority of VA IT funding. The VBA needs to make the case for a larger IT budget with clear requirements to support that request. Personnel l Pursue reforms of the Human Capital Management process and operations within the VBA to build a more blended workforce with more contractors to process claims. This would free federal employees to perform other duties and be involved solely with the final decision to award benefits. l Improve the VBA acquisition workforce. The VBA needs more world-class contractor support. Currently, few of the top companies have contracts with the VBA, and the VBA needs to conduct more outreach to the private sector through senior leader engagement and industry conferences. l To identify more effective and efficient ways to complete claims, establish a knowledge exchange program with top-tier private-sector companies that do similar work. The VBA is fundamentally a financial services organization. A significant amount of its work has a private-sector analogue that could be leveraged to improve service to veterans. l For most of its existence, the VBA has been a risk-averse, insular, paper-based organization, implementing technology only over the past decade. This insularity has led to a predominantly “build it ourselves” approach, partly because VBA staff has limited experience or insight into current private- sector tools and methods and partly because the VBA struggles to compete
Department of Veterans Affairs
Moderate
Vector: 63%Pages: 679-681AI Enhanced
AI Analysis:
"The VAMOSA Act focuses on improving software asset management within the VA, which aligns with Project 2025's emphasis on timely EHR implementation, reducing IT-related waste, and strengthening IT oversight (e.g., VHA Care System CIO role). Both aim to increase efficiency and cost savings through better technology management, though the bill does not directly address health care footprint, personnel terms, or community care initiatives."
Key themes:software asset managementEHR implementationcost savingsIT oversightwaste reduction
— 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
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.