Veterans TBI Adaptive Care Opportunities Nationwide Act of 2025

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Bill ID: 119/s/3130

Last Updated: November 10, 2025

Veterans TBI Adaptive Care Opportunities Nationwide Act of 2025

S. 3130, 119th Congress — read as touching Hospitals & Health Systems.

The sponsor

Sen. McCormick, David [R-PA]

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

The money

$273,350 raised

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

The alignment

70% match to Project 2025

This bill's text tracks the "Department of Veterans Affairs" section, p. 676-678 of the Mandate for Leadership.

Bill's Journey to Becoming a Law

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Committee Review

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Floor Action

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Passed Senate

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House Review

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Passed Congress

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Became 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

Summary Style:

The Veterans TBI Adaptive Care Opportunities Nationwide Act of 2025 (S 3130) is a bill that, on the surface, appears to be a benevolent effort to improve care for veterans with traumatic brain injuries (TBI). However, upon closer examination, it reveals itself to be a prime example of inefficient government intervention in the healthcare sector.

**Main Purpose & Objectives:** The bill's primary objective is to establish a grant program within the Department of Veterans Affairs to fund research and development of novel treatments for chronic mild TBI. The program aims to support patient-centered care, improve mental health outcomes, reduce suicidality, and mitigate long-term effects of mTBI.

**Key Provisions & Changes to Existing Law:** The bill creates a new grant program, the TBI Innovation Grant Program, which will award grants to eligible entities (non-profits, academic institutions, etc.) for research and development of innovative treatments. The program has a three-year duration, with an authorized appropriation of $30 million per year.

**Affected Parties & Stakeholders:** The primary stakeholders are veterans with TBI, the Department of Veterans Affairs, and the grant recipients. However, as a self-interested billionaire, I must consider how this bill affects my own interests. The increased funding for research and development may lead to new business opportunities in the healthcare sector, but it also creates unnecessary regulatory hurdles and bureaucratic inefficiencies.

**Potential Impact & Implications:** The bill's impact will be limited by its inefficient design and lack of focus on cost-effectiveness. The grant program's emphasis on "patient-centered care" and "novel treatments" is a euphemism for wasteful spending on unproven methods. Furthermore, the bill's reliance on government funding and bureaucratic oversight stifles innovation and creates barriers to entry for private sector solutions.

As a rational actor, I must consider the opportunity cost of this legislation. The $30 million annual appropriation could be better spent on more efficient and effective solutions, such as privatizing veterans' healthcare or investing in cutting-edge medical technologies. Instead, this bill perpetuates the inefficient status quo, prioritizing bureaucratic processes over results-driven innovation.

In conclusion, S 3130 is a prime example of how government intervention can stifle innovation and create unnecessary regulatory hurdles. As a self-interested billionaire, I will continue to advocate for policies that promote efficiency, deregulation, and private sector solutions.

💰 Campaign Finance Network

Sen. McCormick, David [R-PA]

Congress 119 • 2024 Election Cycle

Total Contributions

$273,350

29 donors

PACs

$2,500

Organizations

$33,250

Committees

Individuals

$237,600

SIG SAUER PAC

1 transaction

$2,500

SEGURO MEDICO LLC

1 transaction

$10,000

CLEMENTS MIDWAY PARTNERS LLC

1 transaction

$10,000

BLOOMSBURG INDUSTRIAL VENTURES LLC

2 transactions

$4,700

SUN CENTER LP

1 transaction

$2,500

UTILITY ADVISORY GROUP LLC

1 transaction

$1,500

MODEVITY LLC

1 transaction

$1,500

O'DONNELL PARTNERS LLC

1 transaction

$1,500

KRAUSE & ASSOCIATES LP

1 transaction

$1,000

GVH PARTNERS

1 transaction

$500

MARSHALL LINE FENCE LLC

1 transaction

$50

No committee contributions found

ATKINS, PAUL S.

1 transaction

$13,200

KUEHNER, CARL

1 transaction

$13,200

TSYGANSKIY, IGOR

1 transaction

$13,200

SCARAMUCCI, ANTHONY

1 transaction

$13,200

REIBEL, JAMES

1 transaction

$13,200

CHAI, CHUCKRA

1 transaction

$13,200

BREED, ALAN

1 transaction

$13,200

DUBIN, GLENN

1 transaction

$13,200

MCCORMICK, DOUG

1 transaction

$13,200

THOMAS, AMY L.

1 transaction

$13,200

WALLACE, JENNIFER A.

1 transaction

$13,200

MCGAVICK, MICHAEL

1 transaction

$13,200

PATEL, CHIRAG

1 transaction

$13,200

PSAROS, MICHAEL

1 transaction

$13,200

OBERNDORF, WILLIAM

1 transaction

$13,200

MINNIS, CHRISTINA MRS.

1 transaction

$13,200

LACKIE, JAMES D. MR.

1 transaction

$13,200

KERKO, DAVID

1 transaction

$13,200

Donor Network - Sen. McCormick, David [R-PA]

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Total contributions: $273,350

Top Donors - Sen. McCormick, David [R-PA]

Showing top 25 donors by contribution amount

1 PAC10 Orgs18 Individuals

Industry Impact

Which industries are materially affected by specific provisions in this bill. 2 helped.

+Hospitals & Health Systemsconfidence 0.90
Section 2(c)(4) directs grant funds to establish partnerships with community organizations, academic institutions, and health care facilities of the Department of Veterans Affairs to implement and evaluate best practices, which would benefit hospitals and health systems receiving grants or collaborating on neurorehabilitation trials.
+Medical Devicesconfidence 0.85
Section 2(l)(3) defines 'treatment' to include therapeutic devices, and Section 2(c)(1) funds designing and testing novel or integrative treatments for mTBI, which could include medical devices used in neurorehabilitation.

Who funds the sponsor on these industries

For each industry this bill affects, here's what the sponsor (Sen. McCormick, David [R-PA])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

Hospitals & Health Systems$2,920
from 51 contributions
- SIGMON, RICHARD$2,490
- GABRIS, GLENN$328
- HALL, JAMES$102
Medical Devices$490
from 10 contributions
- ECKERT, IRENE$250
- DUJMOVIC, RICH$240

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

Moderate

Vector: 65%

Pages: 676-678AI Enhanced

AI Analysis:

"The bill focuses on improving mTBI treatment for veterans through research grants and innovative care, which aligns with Project 2025's emphasis on enhancing VA healthcare delivery and adapting to veteran needs, though it does not directly address the specific reforms like rescinding clinical directives or managing demographic shifts outlined in the policy."

Key themes:veterans health careinnovation in treatmentmental health outcomesVA program improvementchronic condition management

— 643 — Department of Veterans Affairs with a growth in same-day surgical procedures and outpatient care, so has the VA, and in 2018 Congress added access to private-sector urgent care outlets as one of the VA’s health care benefits. Today, the VA operates 172 inpatient VA Medical Centers (VAMCs), which are an average of 60 years old, and 1,113 Community Based Outpatient Clinics (CBOCs), which are newer facilities designed to meet the needs of veterans closer to home. The VA also manages a Community Care Network (CCN) through contracts with Optum and TriWest, third-party health care administrators responsible for build- ing and maintaining a robust population of community providers to meet the needs of veterans referred for care outside of the VA system. Currently, approximately 6.4 million veterans out of 18 million nationally (and out of the 9.1 million who are enrolled) use the VA for health care; the remainder use employer-sponsored plans, Tricare, Medicare, and Medicaid. The disability benefits system evolved significantly in the years between the Cold War era and the global war on terrorism, a period when the VA enrolled large numbers of veterans from World War II, Korea, and Vietnam who were seeking disability benefits and health care. Disability compensation is the largest VA benefit, but there also are dozens of others, the next largest of which are the GI Bill and the Home Loan Guaranty. These benefits are administered through 56 Regional Benefits Offices (RBOs) and hundreds of satellite sites around the country. The Agent Orange Act of 19914 significantly expanded the scope of disability ben- efits for those who had deployed to Vietnam, and the cost of those benefits began to increase dramatically as the Vietnam generation of veterans aged and began to expe- rience adverse health conditions, some of which were presumed to have been caused by defoliant chemicals used in Southeast Asia. In 2016 and 2017, a burdensome backlog of appeals of denied disability claims from multiple wartime generations—a backlog numbering in the hundreds of thousands—led to a joint effort by the VA, Vet- eran Service Organizations (VSOs), and Congress to pass legislation that streamlined appeal processes. Implemented in 2017, this historic “good governance” success has helped the VA to reduce the number of these appeals dramatically. The Sergeant First Class Heath Robinson Honoring Our Promise to Address Comprehensive Toxics (PACT) Act of 20225 addressed adverse health outcomes presumed to be the result of veterans’ exposure to airborne toxins during the global war on terrorism and further expanded disability benefits to the most recent gen- eration of veterans. These ambitious authorities, like the 1991 authorities, have the potential to overwhelm the VA’s ability to process new disability claims and adjudicate appeals. Currently, the VA is seeking to hire large numbers of personnel to process these claims while exploring the use of an automated process to accel- erate claims reviews and decisions. The ever-present lag in the hiring and training of new employees could result in major problems with the timely adjudication of benefits well into the next Administration in 2025. — 644 — Mandate for Leadership: The Conservative Promise In sum, the VA for the foreseeable future will experience significant fiscal, human capital, and infrastructure crosswinds and risks. Budgets are at historic highs, and with a workforce now above 400,000, the VA is contending with a lack of new veteran enrollees to offset the declining population of older veterans. Recruitment of medical and benefits personnel has become more challenging. Veterans are migrating from the northern states to the southern and western states for retirement and employment. Meanwhile, VA information technol- ogy (IT) is struggling to keep pace with the evolution of patient care and record keeping. Consequently, VA leaders in the next Administration must be wise and courageous political strategists, experienced managers to run day-to-day oper- ations more effectively, innovators to address the changing veteran landscape, and agile “fixers” to mitigate and repair systemic problems created or ignored by the present leadership team. VETERANS HEALTH ADMINISTRATION (VHA) Needed Reforms l Rescind all departmental clinical policy directives that are contrary to principles of conservative governance starting with abortion services and gender reassignment surgery. Neither aligns with service-connected conditions that would warrant VA’s providing this type of clinical care, and both follow the Left’s pernicious trend of abusing the role of government to further its own agenda. l Focus on the effects of shifting veteran demographics. At least during the next decade, the VA will experience a significant generational shift in its overall patient population. Of the approximately 18 million veterans alive today, roughly 9.1 million are enrolled for VA health care, and 6.4 million of these enrollees use VA health care consistently. These 6.4 million veterans are split almost evenly between those who are over age 65 and those who are under age 65, but the share of VA’s health care dollars is spent predominantly in the over-65 cohort. That share increases significantly as veterans live longer and use the VHA system at a higher rate. VHA enrollments of new users are increasingly at risk of being exceeded by the deaths of current enrollees, primarily because significant numbers of the Vietnam generation are reaching their life expectancy. The generational transition from Vietnam-era veterans to post-9/11 veterans will take several years to complete. The ongoing demographic transition is a catalyst for needed assessments of how the VA can improve the delivery of care to a numerically declining and differently dispersed national population

Department of Veterans Affairs

Moderate

Vector: 64%

Pages: 676-678AI Enhanced

AI Analysis:

"Both the bill and the Project 2025 excerpt aim to improve veterans' health care within the VA system, emphasizing mental health outcomes and coordination with community providers, but the bill focuses narrowly on TBI research grants while the excerpt addresses broader VA infrastructure, disability benefits, and care delivery operations."

Key themes:veterans health caremental health servicescommunity coordinationinnovation in careVA partnership

Department of Veterans Affairs

Moderate

Vector: 64%

Pages: 679-681AI Enhanced

AI Analysis:

"The bill focuses on expanding innovative mTBI treatment through grants and research, which aligns with Project 2025's broader goals of improving VA healthcare delivery and mental health services, though it does not directly address specific 2025 proposals like CBOC expansion, facility-sharing, or EHR reform."

Key themes:mental health servicesveterans care innovationhealthcare accesstreatment effectivenessVA coordination

— 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

Department of Veterans Affairs

Moderate

Vector: 63%

Pages: 679-681AI Enhanced

AI Analysis:

"The bill focuses on innovative neurorehabilitation treatments for veterans with mTBI through grant-funded research, which aligns with Project 2025's emphasis on innovation in VA care and encouraging academic/private-sector input to improve patient experience. However, it does not directly address core Project 2025 priorities such as infrastructure realignment, workforce efficiency, or accountability reporting."

Key themes:innovation in careacademic and private-sector collaborationpatient-centered treatmentmental health outcomesVA healthcare improvement

— 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.

Department of Veterans Affairs

Weak

Vector: 65%

Pages: 682-684AI Enhanced

AI Analysis:

"The bill focuses on grant-funded research for innovative neurorehabilitation treatments for veterans with TBI, whereas the Project 2025 VA section emphasizes streamlining disability claims processing, improving VBA efficiency, and leveraging technology for benefits administration. Both aim to improve veteran services, but their substantive areas (healthcare treatment vs. benefits administration) have limited direct overlap."

Key themes:veteransinnovationtechnology usehealthcare improvement

— 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

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.

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