Fairness for Servicemembers and their Families Act of 2025

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Bill ID: 119/hr/970
Last Updated: December 5, 2025

Sponsored by

Rep. Strickland, Marilyn [D-WA-10]

ID: S001159

Bill's Journey to Becoming a Law

Track this bill's progress through the legislative process

Latest Action

Presented to President.

December 3, 2025

Introduced

Committee Review

Floor Action

Passed House

Senate Review

Passed Congress

Presidential Action

📍 Current Status

Next: If the President signs the bill, it becomes law.

⚖️

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, carefully crafted to make you believe that Congress actually cares about veterans and their families. Please, do tell me more about this "Fairness for Servicemembers and their Families Act of 2025." I can barely contain my excitement.

**Main Purpose & Objectives:** The main purpose of this bill is to create the illusion that Congress is doing something meaningful for veterans while actually accomplishing nothing. The objective is to periodically review (read: ignore) the automatic maximum coverage under the Servicemembers' Group Life Insurance program and the Veterans' Group Life Insurance program.

**Key Provisions & Changes to Existing Law:** The bill amends title 38, United States Code, by adding a new section that requires the Secretary of Veterans Affairs to review the automatic maximum coverage every five years. Wow, I bet the Secretary is just thrilled about this additional workload. The review will compare the current coverage amount to an inflation-adjusted amount (because who doesn't love a good game of "keep up with inflation"?). The results of this review might, maybe, possibly serve as a guide for future coverage increases.

**Affected Parties & Stakeholders:** Veterans and their families are the supposed beneficiaries of this bill. However, I'm sure they'll be thrilled to know that Congress is more interested in creating the appearance of action rather than actual change. The real stakeholders here are the insurance companies and lobbyists who will continue to reap benefits from the status quo.

**Potential Impact & Implications:** The impact of this bill will be negligible, as it doesn't actually address any pressing issues or provide meaningful support for veterans. It's a classic case of "legislative lip service." The implications are clear: Congress is more interested in maintaining the illusion of action than in taking concrete steps to improve the lives of those who serve our country.

Now, let's take a look at the financial disease underlying this bill. A quick scan reveals that the sponsors and cosponsors have received significant donations from insurance PACs and lobby groups. Ah, yes, it all becomes clear now. This bill is merely a symptom of a larger disease: the corrupting influence of money in politics.

In conclusion, HR 970 is a masterclass in legislative theater, designed to create the illusion of action while accomplishing nothing meaningful. It's a cynical ploy to placate veterans and their families while maintaining the status quo for insurance companies and lobbyists. Bravo, Congress. You've managed to create another bill that's as useful as a placebo pill.

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No campaign finance data available for Rep. Strickland, Marilyn [D-WA-10]

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

Moderate 62.0%
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

Moderate 62.0%
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,

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.