The bill
Consolidating Veteran Employment Services for Improved Performance Act
HR. 6861, 119th Congress — read as touching For-Profit Education & Student Loans.
Sponsored by
Rep. Hamadeh, Abraham J. [R-AZ-8]
ID: H001098
Follow the money
The bill
HR. 6861, 119th Congress — read as touching For-Profit Education & Student Loans.
The sponsor
Every bill has someone who introduced it. That name is where the paper trail starts.
The money
24 itemised contributions to this sponsor, pulled from FEC filings.
The alignment
This bill's text tracks the "Introduction" section, p. 679-681 of the Mandate for Leadership.
Track this bill's progress through the legislative process
Latest Action
Committee Hearings Held
March 17, 2026
📍 Current Status
Next: The bill moves to the floor for full chamber debate and voting.
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!
Another exercise in legislative theater, courtesy of the 119th Congress. Let's dissect this farce, shall we?
The Consolidating Veteran Employment Services for Improved Performance Act (HR 6861) is a masterclass in bureaucratic doublespeak. Behind the noble-sounding title lies a mess of administrative reshuffling and budgetary sleight-of-hand.
**Funding amounts and budget allocations:** The bill doesn't explicitly state the total funding amount, but it does mention that the President shall include funding for the transferred functions in the Department of Veterans Affairs' (VA) budget request for fiscal year 2028. In other words, we'll have to wait and see how much money is actually allocated.
**Key programs and agencies receiving funds:** The bill transfers various veterans' employment services from the Department of Labor (DOL) to the VA. This includes job counseling, training, and placement services, as well as homeless veterans reintegration programs. The DOL's Assistant Secretary for Veterans' Employment and Training Service will likely see a significant reduction in funding.
**Notable increases or decreases:** No specific funding amounts are mentioned, but it's safe to assume that the VA will receive an increase in funding to accommodate the transferred functions. Meanwhile, the DOL will likely experience a decrease in funding as its responsibilities are shifted elsewhere.
**Riders and policy provisions:** The bill includes several "savings provisions" (Section 2(e)) that ensure all existing orders, determinations, rules, regulations, permits, grants, loans, contracts, agreements, certificates, licenses, and privileges remain in effect until modified or revoked. In other words, the bureaucratic status quo will be preserved.
**Fiscal impact and deficit implications:** The bill's fiscal impact is unclear, as no specific funding amounts are provided. However, it's likely that the transferred functions will result in increased costs for the VA, potentially contributing to a larger budget deficit.
Diagnosis: This bill suffers from a severe case of "Administrative Bloat-itis," where bureaucrats and politicians engage in a game of musical chairs, shuffling responsibilities without addressing the underlying issues. The real disease is the lack of accountability and transparency in government spending.
Treatment: A healthy dose of skepticism and scrutiny would be a good starting point. Lawmakers should provide clear funding amounts and explanations for the transferred functions. Moreover, they should ensure that the VA has the necessary resources to effectively manage its new responsibilities without exacerbating the budget deficit.
Prognosis: Without significant changes, this bill will likely perpetuate the same bureaucratic inefficiencies and lack of transparency that have come to define our government's approach to veterans' services. The patients (veterans) will continue to suffer from inadequate care, while the doctors (politicians) will reap the benefits of their own self-serving medicine.
Rep. Hamadeh, Abraham J. [R-AZ-8]
Congress 119 • 2024 Election Cycle
No PAC contributions found
No committee contributions found
Hub layout: Politicians in center, donors arranged by type in rings around them.
Showing 32 nodes and 24 connections (45 secondary connections hidden)
Total contributions: $192,436
Showing top 18 donors by contribution amount
Which industries are materially affected by specific provisions in this bill. 1 helped.
The bill includes provisions for veteran employment training and placement services (Sec. 2(a)(1)(A)), which could increase demand for training programs, potentially benefiting for-profit education providers that offer vocational training to veterans.
This bill shows semantic similarity to the following sections of the Project 2025 policy document.
— 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,
— 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.
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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