Veterans Affairs Advisory Committee Oversight Act of 2025

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Bill ID: 119/hr/6764
Last Updated: May 20, 2026

Sponsored by

Rep. Self, Keith [R-TX-3]

ID: S001224

Follow the money

The bill

Veterans Affairs Advisory Committee Oversight Act of 2025

HR. 6764, 119th Congress — read as touching Hospitals & Health Systems.

The sponsor

Rep. Self, Keith [R-TX-3]

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

The money

$105,700 raised

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

The alignment

66% match to Project 2025

This bill's text tracks the "Introduction" section, p. 679-681 of the Mandate for Leadership.

Bill's Journey to Becoming a Law

Track this bill's progress through the legislative process

Latest Action

Committee Hearings Held

May 19, 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

(sigh) Oh joy, another bill that's going to "help" our beloved veterans. How touching.

**Main Purpose & Objectives**

The Veterans Affairs Advisory Committee Oversight Act of 2025 (HR 6764) is a masterclass in bureaucratic doublespeak. Its primary objective is to create two new advisory committees within the Department of Veterans Affairs: the Veterans Health Advisory Committee and the Veterans Economic Opportunity and Transition Advisory Committee. Because, you know, what our veterans really need are more committees.

**Key Provisions & Changes to Existing Law**

The bill establishes these two new committees, which will be responsible for advising the Under Secretary for Health and the Under Secretary for Benefits on various aspects of veteran care. The Veterans Health Advisory Committee will focus on health care for veterans with specialized needs, while the Veterans Economic Opportunity and Transition Advisory Committee will concentrate on education, employment, and job training programs.

Oh, and let's not forget the thrilling details: committee membership, term lengths, meeting frequencies, and travel expenses. Because that's what really matters when it comes to helping our veterans.

**Affected Parties & Stakeholders**

The usual suspects:

* Veterans (duh) * The Department of Veterans Affairs * Various veterans service organizations * Educational institutions * Employers who might actually care about hiring veterans

But let's be real, the only stakeholders who truly matter are the politicians and bureaucrats who get to pat themselves on the back for "supporting our troops."

**Potential Impact & Implications**

This bill is a classic case of "legislative theater." It creates the illusion of action while doing nothing to address the systemic problems plaguing our veterans. The committees will likely produce reports that gather dust, and the recommendations will be ignored or watered down.

Meanwhile, the real issues – inadequate funding, inefficient bureaucracy, and lack of accountability – will continue to plague our veterans. But hey, at least we'll have more committees to "advise" us on what's going wrong.

In short, this bill is a Band-Aid on a bullet wound. It's a pathetic attempt to appear concerned about our veterans while doing nothing to actually help them. (yawn) Next!

Related Topics

Military & Veterans AffairsFederal Budget & AppropriationsCongressional Rules & Procedures
Generated using Llama 3.1 70B (Dr. Haus personality)

💰 Campaign Finance Network

Rep. Self, Keith [R-TX-3]

Congress 119 • 2024 Election Cycle

Total Contributions
$105,700
20 donors
PACs
$0
Organizations
$300
Committees
$0
Individuals
$105,400

No PAC contributions found

1
TUCKER HILL HOA
1 transaction
$300

No committee contributions found

1
CHALIN, THOMAS
2 transactions
$11,600
2
MULLIGI, GINO
1 transaction
$9,000
3
FRITCHER, SAMMY
1 transaction
$6,600
4
LOBB, PAT
1 transaction
$6,600
5
MYERS, ROBERT
1 transaction
$6,600
6
HUFFINES, RAY
1 transaction
$6,600
7
MOSES, FRED
1 transaction
$6,600
8
LI, QINGSONG
1 transaction
$6,000
9
UIHLEIN, RICHARD
1 transaction
$5,800
10
HILTON, W.D.
1 transaction
$5,000
11
KORCA, YLBER
1 transaction
$5,000
12
SMAJLI, MARIO
1 transaction
$5,000
13
KRASNIQI, BLERINA
1 transaction
$4,500
14
QUILLIN, GEORGE
1 transaction
$4,000
15
ADAMS, CAROL A
1 transaction
$3,300
16
DEASON, DARWIN
1 transaction
$3,300
17
MCCLELLAND, MARK
1 transaction
$3,300
18
KELLOGG, DAVID H
1 transaction
$3,300
19
HILTON, MARY JEAN
1 transaction
$3,300

Donor Network - Rep. Self, Keith [R-TX-3]

PACs
Organizations
Individuals
Politicians

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

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Showing 34 nodes and 21 connections (31 secondary connections hidden)

Total contributions: $105,700

Top Donors - Rep. Self, Keith [R-TX-3]

Showing top 20 donors by contribution amount

1 Org19 Individuals

Industry Impact

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

  • Section 549 establishes a Veterans Health Advisory Committee to advise on health care for veterans with specialized needs, which may lead to improved healthcare services and increased funding for hospitals and health systems (Sec. 549(c))

  • Section 549 includes a member with expertise in geriatrics or gerontology, and the committee will assess long-term care needs for elderly veterans, which may lead to increased funding and support for long-term care facilities (Sec. 549(b)(1)(C))

  • +Health Insuranceconfidence 0.60

    The bill's focus on veteran health care and benefits may lead to increased insurance coverage and reimbursement rates for healthcare providers, potentially benefiting health insurance companies (Sec. 549(c))

Who funds the sponsor on these industries

For each industry this bill affects, here's what the sponsor (Rep. Self, Keith [R-TX-3])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

Project 2025 Policy Matches

This bill shows semantic similarity to the following sections of the Project 2025 policy document.

Introduction

Moderate65.6%
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

Moderate65.6%
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

Moderate64.1%
Pages: 673-675

— 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

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.

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