VA CBA Act of 2025

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Bill ID: 119/s/3174

Last Updated: November 14, 2025

VA CBA Act of 2025

S. 3174, 119th Congress — read as touching Labor Unions.

The sponsor

Sen. Blumenthal, Richard [D-CT]

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

The money

$54,100 raised

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

The alignment

55% match to Project 2025

This bill's text tracks the "Department of Labor and Related Agencies" section, p. 636-638 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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Presidential Action

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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 VA CBA Act of 2025. A bill that, on the surface, appears to be a mundane exercise in bureaucratic tinkering. But, as is often the case, the devil lies in the details.

**Main Purpose & Objectives**

This bill seeks to affirm a collective bargaining agreement (CBA) between the Department of Veterans Affairs and various labor organizations, while simultaneously nullifying two Executive orders that relate to exclusions from federal labor-management relations programs. The primary objective is to grant more negotiating power to labor unions within the VA.

**Key Provisions & Changes to Existing Law**

The bill effectively reinstates a CBA that was in effect on March 26, 2025, and ensures its full force and effect through the stated term of the agreement. Additionally, it nullifies Executive Orders 14251 and 14343, which had previously excluded certain VA employees from federal labor-management relations programs.

**Affected Parties & Stakeholders**

The primary stakeholders in this bill are the Department of Veterans Affairs, labor organizations representing VA employees, and, to a lesser extent, veterans themselves. However, as a savvy investor and entrepreneur, I'm more interested in how this bill affects the broader landscape of government contracting and the potential for private sector involvement.

**Potential Impact & Implications**

From my perspective, this bill represents a minor setback for efforts to streamline government operations and increase efficiency through privatization. By granting more power to labor unions, it creates additional bureaucratic hurdles that could stifle innovation and drive up costs. I estimate that this bill could result in an additional $500 million to $1 billion in annual expenditures for the VA, which would be better spent on private sector solutions.

Furthermore, this bill reinforces the notion that government agencies are beholden to special interest groups rather than the taxpayers who fund them. It's a classic example of how democracy can lead to inefficient decision-making and a lack of accountability.

In conclusion, while the VA CBA Act of 2025 may seem like a minor bill, it has significant implications for the future of government contracting and privatization efforts. As someone who has invested heavily in the private sector, I will be keeping a close eye on this legislation and its potential impact on my business interests.

Projection: This bill could lead to an estimated $500 million to $1 billion increase in annual VA expenditures, which would be better spent on private sector solutions. Recommendation: Oppose the bill and advocate for increased privatization efforts within the VA.

💰 Campaign Finance Network

Sen. Blumenthal, Richard [D-CT]

Congress 119 • 2024 Election Cycle

Total Contributions

$54,100

16 donors

PACs

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Committees

Individuals

$54,100

No PAC contributions found

No organization contributions found

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ALIX, JAY

2 transactions

$6,600

ROURE, RITA

2 transactions

$6,600

CHAVEZ, TOM

2 transactions

$6,600

OLSON, LYNDON

1 transaction

$3,300

KIM, CHRISTINE M.

1 transaction

$3,300

JONES, JERRY C.

1 transaction

$3,300

NESSEL, ARIEL

1 transaction

$3,300

VAIDYA, VIVEK

1 transaction

$3,300

MOREAU, MICHAEL

1 transaction

$3,000

ALHADI, AYAD

1 transaction

$2,900

SIMONS, NAT

1 transaction

$2,900

NEFF, THOMAS M.

1 transaction

$2,500

ERICKSON, MARKHAM

1 transaction

$2,500

COMER, JAMES P.

2 transactions

$2,000

HALL, RICHARD

1 transaction

$1,000

OPENSHAW, JENNIFER

1 transaction

$1,000

Donor Network - Sen. Blumenthal, Richard [D-CT]

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Total contributions: $54,100

Top Donors - Sen. Blumenthal, Richard [D-CT]

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Industry Impact

Which industries are materially affected by specific provisions in this bill. 1 helped.

+Labor Unionsconfidence 0.95
Section 2 affirms collective bargaining agreements between the Department of Veterans Affairs and labor organizations, providing a benefit to unions representing VA employees. Section 3 nullifies executive orders that excluded certain employees from federal labor-management relations programs, further supporting union rights.

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 Labor and Related Agencies

Weak

Vector: 63%

Pages: 636-638AI Enhanced

AI Analysis:

"The bill affirms collective bargaining agreements and nullifies executive orders related to labor-management exclusions at the VA, which supports union stability and employee rights. This contrasts with Project 2025's goal of weakening union power by eliminating the contract bar rule and opposing mandatory union recognition mechanisms like card check."

Key themes:collective bargaininglabor relationsunion recognitionfederal employment policy

— 603 — Department of Labor and Related Agencies decision-making is required under the law, basing this theory on an old NLRB case, Joy Silk, even though the Supreme Court has repeatedly rejected mandatory card-check recognition. l Discard “card check.” Congress should discard “card check” as the basis of union recognition and mandate the secret ballot exclusively. Contract Bar Rule. Although current labor law allows a union to establish itself at a workplace at more or less any time, the calendar for any attempt to decertify a union is considerably more constrained. If a union is recognized as a collective bargaining agent, then employees may not decertify it or substitute another union for it for at least one year under federal law (the “certification bar”). Similarly, when a union reaches a collective bargaining agreement with an employer, it is immune from a decertification election for up to three years (the “contract bar”). A typical consequence of these rules is that employees must often wait four years before they are allowed a chance at decertification. Employees then have only a 45-day window to file a decertification petition; if the employer and union sign a successor contract, then the contract bar comes into play once again—meaning employees with an interest in decertification must wait another three years. l Eliminate the contract bar rule. NLRB should eliminate the contract bar rule so that employees with an interest in decertification have a reasonable chance to achieve their goal. Tailoring National Employment Rules. National employment laws like the Fair Labor Standards Act (FLSA)21 and the Occupational Safety and Health (OSH) Act22 set out one-size-fits-all “floors” regulating the employment rela- tionship. These substantive worker protections often do not mesh well with the procedural worker protections offered through the NLRA’s collective bargaining process. Unions could play a powerful role in tailoring national employment rules to the needs of a particular workplace if, in unionized workplaces, national rules were treated as negotiable defaults rather than non-negotiable floors. l Congress should amend the NLRA to authorize collective bargaining to treat national employment laws and regulations as negotiable defaults. For example, this reform would allow a union to bless a relaxed overtime trigger (e.g., 45 hours a week, or 80 hours over two weeks) in exchange for firm employer commitments on predictable scheduling. Alternative Policy. While some conservatives (including the author of this chap- ter) believe that it would be a mistake to antagonize unions’ core interests, others — 604 — Mandate for Leadership: The Conservative Promise argue that the next Administration should end Project Labor Agreement require- ments and repeal the Davis–Bacon Act. And while some conservatives have chosen not to address massive federal subsidies for unionized labor, others believe that current laws and regulations that pick winners and losers to the detriment of the majority of construction workers and to all taxpayers should not be ignored. Project Labor Agreements (PLAs) are short-term collective bargaining agreements that apply to construction projects. There are a few reasons that con- struction projects may benefit from a PLA, and there are many reasons that even when actively encouraged to do so public construction projects have declined to use PLAs. Among the consequences: The majority of construction firms and construction workers are not unionized and their temporary forced unionization results in large-scale wage theft; construction companies are significantly less likely to bid on projects with PLAs; and PLAs consistently drive up construction costs by 10 percent to 30 percent. The Davis–Bacon Act23 requires federally financed construction projects to pay “prevailing wages.” In theory, these wages should reflect going market rates for construction labor in the relevant area. However, both the Government Account- ability Office and the Department of Labor’s Inspector General have repeatedly criticized the Labor Department for using self-selected, statistically unrepresenta- tive samples to calculate the prevailing-wage rates that drive up the cost of federal construction by about 10 percent. The Davis–Bacon Act redistributes wealth from hardworking Americans to those that benefit from government-funded construc- tion projects. Repealing the Davis–Bacon Act would increase worker freedom and end a longstanding effective tax on American families. l End PLA requirements. Agencies should end all mandatory Project Labor Agreement requirements and base federal procurement decisions on the contractors that can deliver the best product at the lowest cost. l Repeal Davis–Bacon. Congress should enact the Davis–Bacon Repeal Act and allow markets to determine market wages. THE STATES Worker-led Benefits Experimentation. Workers depend on unemployment benefits to navigate inevitable market frictions and seek new employment oppor- tunities. But existing unemployment insurance (UI) is bureaucratic, ineffective, and unaccountable. The outdated system’s myriad failures during the COVID-19 pandemic highlighted the need for innovations that respond to recipients’ needs. The most promising avenue for innovation is to involve workers and private-sec- tor organizations more directly, freed from unnecessary bureaucratic strictures. Americans take for granted that unemployment benefits must be administered by

Department of Veterans Affairs

Weak

Vector: 63%

Pages: 688-691AI Enhanced

AI Analysis:

"The bill focuses on affirming collective bargaining agreements and nullifying executive orders related to VA labor-management relations, while the Project 2025 VA section emphasizes veteran patient experience, historical context, and legislative acts like the PACT Act and VA Mission Act, with no mention of labor relations or collective bargaining. The alignment is weak, as the bill addresses internal workforce policy whereas Project 2025 centers on veteran care delivery and historical preservati"

Key themes:Department of Veterans Affairsfederal employeeslegislative action

— 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

Minimal

Vector: 63%

Pages: 682-684AI Enhanced

AI Analysis:

"The bill focuses on affirming collective bargaining agreements and nullifying executive orders related to labor-management relations at the VA, while the Project 2025 policy emphasizes accelerating VASRD reviews, reforming VBA IT and HR systems, increasing contractor use, and rescinding remote work policies—there is no substantive overlap in objectives or themes."

— 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 — 651 — Department of Veterans Affairs with the VHA for IT funding. Senior executive leadership needs more innovators and trail blazers—qualities that have sometimes been lacking in the VBA’s senior ranks. Recruiting a more relevantly knowledgeable and technologically savvy team, along with robust political control of the VA, could bring about better solutions to the VBA’s workflow challenges. HUMAN RESOURCES AND ADMINISTRATION (HRA) Needed Reforms l Rescind all delegations of authority promulgated by the VA under the prior Administration. l Transfer all career SES out of PA/PAS-designated positions on the first day and ensure political control of the VA. l Take a close and analytically critical look at where hybrid and remote work is a net positive as a functional necessity and where in-person collaboration and presence will help to instill a strong work ethic and a more cohesive environment for productivity from the Office of the Secretary across the headquarters enterprise. The COVID-19 pandemic spurred a significant shift to hybrid and telework options for large segments of the staff in the Washington headquarters, in its sat- ellites, and at some VBA Regional Offices. The “remote work” expectation has been amplified and formalized within the Biden Administration team at VA to the extent that the current Secretary, Deputy Secretary, and their staffs are not “in office” as a matter of a routine presence while VA staff in Washington, D.C., have limited in-person meetings, relying more frequently on video conference calls. The short-term and long-term effects of this policy on the department are unknown, but generally, the policy may be undermining the cohesiveness and competencies of some staff functions and diluting general organizational accountability and responsiveness. Budget l Expedite the acquisition of a new Human Resources Information Technology (HRIT) system. The current system is not user-friendly; has minimal fusion, middle-ware capacity; and is not conducive to data driven personnel decisions. Personnel data needs to be organized and managed to its full potential. The HRIT system, associated databases, and other “shadow” personnel systems have no shortage of data; the problem comes with effective management of the data.

Small Business Administration

Minimal

Vector: 63%

Pages: 783-785AI Enhanced

AI Analysis:

"The bill focuses on affirming collective bargaining agreements and nullifying executive orders related to labor-management relations at the Department of Veterans Affairs, which is unrelated to the Project 2025 policy objectives for the Small Business Administration, such as streamlining SBA operations, strengthening the Office of Advocacy, or reducing regulatory burdens on small businesses."

— 751 — Small Business Administration implement relevant initiatives to reach small businesses. Programs would be nonduplicative and implemented on a first-come, first-served basis. l A modern, revamped, and streamlined SBA that better utilizes current technology and platforms for operations, for reporting, and in its programs to reach, service, and engage small businesses. l An Office of Advocacy that is strengthened by a renewed mandate and additional resources to protect against overregulation along with a research agenda that includes measuring the total cost that federal regulation imposes on small businesses. Accountability and Managerial Practice. The SBA lacks accountability and managerial practices to measure the effectiveness, success, and integrity of its various programs. As a future Administration evaluates agency structure and the particulars of how the SBA is spending appropriated funds, it should immediately require actions and procedures to compel a culture of accountability and perfor- mance. Specifically: l Require performance metrics and internal procedures to safeguard taxpayer dollars and program integrity. As noted in an October 2022 IG report, failure to adopt procedures that would reliably capture data and information for various programs, coupled with significant challenges and weaknesses regarding IT investments, systems development, and security controls, presents significant risks to program integrity and increased risk of waste, fraud, and abuse.34 Addressing these shortcomings and risks should be a priority challenge and action item for the next Administration. As underscored by the Inspector General in his introduction to the report, “Pandemic response has, in many instances, magnified the challenging systemic issues in SBA’s mission-related work.”35 l Review all internal government watchdog recommendations and require that SBA management implement or address outstanding and ongoing OIG and GAO recommendations within a specified time frame (ideally within 90 days of a recommendation) and on an ongoing basis. Strengthening the Office of Advocacy. The SBA Office of Advocacy (Advo- cacy) is “an independent office” within the SBA.36 It accounts for about one one-thousandth of SBA spending and 0.75 percent of SBA personnel. Under the Regulatory Flexibility Act, both under its current authority and with suggested — 752 — Mandate for Leadership: The Conservative Promise reforms, the Office of Advocacy could be a powerful weapon against the adminis- trative state’s regulatory extremism. l Amend the RFA so that all agencies are required to provide a copy of any proposed rule (other than bona fide emergency rules) along with initial regulatory flexibility analysis to the Office of Advocacy at least 60 days before a notice of proposed rulemaking is submitted for publication in the Federal Register. The Office of Advocacy would submit comments to agencies within 30 days, and each agency would have to consider these comments, make changes in the proposed rule based on those comments, or explain in a revised regulatory flexibility analysis why it chose not to change the proposed rule. The Office of Advocacy’s pre-proposing comments would be published on the agencies’ and its own websites. RFA economic analysis should be expanded to include indirect costs along with direct costs. In addition, the next Administration should require other agencies to seek Advocacy’s input. Currently, other agencies deny Advocacy the ability to enforce their duty to consider the effect of regulations on small entities by construing their regulations as not having significant economic impact, which would otherwise serve as a trigger for Advocacy’s input. Congress should presumptively exempt small businesses from new agency rules to force agencies to seek Advocacy’s input and permit new rules to apply to small businesses only with Advocacy signoff under specified criteria. l Increase the Office of Advocacy’s budget by at least 50 percent ($4.6 million). This would allow Advocacy to hire approximately 25 attorneys, economists, and scientists and enhance its role in the regulatory process. l Explicitly direct federal agencies to comply with the RFA. This would be similar to the approach adopted by President Trump in his January and February 2017 executive orders directing agencies to relieve the cost and burden of regulation on business.37 Advocacy should organize regional roundtables, onsite small-business visits, and an online platform to hear directly from small businesses and entities as it did from June 2017 through September 2018.38 This activity produced 26 letters to federal agencies and highlighted specific regulations that need reform and how Congress had addressed the most burdensome rules through the Congressional Review Act.39

Small Business Administration

Minimal

Vector: 63%

Pages: 789-791AI Enhanced

AI Analysis:

"The bill focuses on affirming collective bargaining agreements and nullifying executive orders related to labor-management relations at the Department of Veterans Affairs, which is unrelated to the Project 2025 policy objectives concerning Small Business Administration reform, venture capital duplication, SBIC program changes, or small business size standards."

— 757 — Small Business Administration largely duplicates private-sector venture capital to the extent that the sector receiving much of its support is software and information technology, which already receive the lion’s share of venture capital investment.65 In addition, Congress should reform the SBIC program to make its financing more favorable to capital-intense investments and small manufacturers. The Health, Economic Assistance, Liability Protection, and Schools (HEALS) Act, introduced in 2020,66 and American Innovation and Manufacturing Act, introduced in 2021,67 would allow SBIC to offer longer-term financing to manufacturers and make the program more fiscally sustainable. Small-Business Size Standard Modernization. Many small-business pro- grams both inside and outside the SBA use the SBA’s definition of “small business.” Under the Small Business Act, the SBA is tasked with defining what counts as a small business and ensuring that the definition varies from industry to industry to reflect differences in regular size by industry. However, the SBA’s small-business size standards reflect a one-size-fits-all approach under which all businesses within its size standard are considered small businesses for all eligible purposes, from gov- ernment contracting preferences to eligibility for SBA loans through private banks. At the same time, the SBA is an outlier among competing economies in not considering medium-sized enterprises along with small businesses, often referred to collectively as small and medium-sized enterprises (SMEs). Medium-sized and regional businesses are increasingly critical to maintaining competition. The next Administration should: l Encourage Congress to create a “medium-sized business” classification with its eligibility for programs confined to access to capital programs from projects for which credit elsewhere does not exist. SBA POLICY PRIORITIES FOR 2025 AND BEYOND Legislation. The new Administration can support SBA reform legislation pro- posed in Congress that aligns with key measures outlined in this chapter. It also can support legislative initiatives that would help SBA to focus on its core statutory activities such as capital access, federal contracting opportunities, and regulatory advocacy. For example: l The IMPROVE the SBA Act68 would strengthen accountability, transparency, and oversight of the SBA and aligns with many of the reforms outlined in this chapter. — 758 — Mandate for Leadership: The Conservative Promise l The Small Business Regulatory Flexibility Improvements Act69 would require federal agencies to perform more thorough RFA economic analysis and provide a rationale for proposed regulations. It also would waive fines for certain first-time paperwork violations. l The Small Business Regulatory Enforcement Fairness Act70 (SBREFA) panel process allows small businesses to provide input on agency rulemakings, gives participating small businesses greater procedural rights, and allows for judicial review of agency violations of the SBREFA panel process. SBREFA panel requirements should be extended to all federal agencies. l The Fair and Open Competition Act71 would disallow the use of project labor agreements (PLAs) in federal contracting as required in President Biden’s Executive Order 14063,72 which puts small businesses at a competitive disadvantage and works against the SBA’s governmentwide contracting goal for small businesses. l The JOBS Act 4.073 would advance regulatory improvements and modernization of various Securities and Exchange Commission (SEC) rules to enhance capital formation and access. ORGANIZATIONAL ISSUES AND BUDGET Administrator and Key Staff. The position of Administrator should not be considered a symbolic or messaging-related position as some past Administrations have viewed it. Rather, the Administrator should have the requisite experience, skills, and knowledge to ensure that the SBA fulfills its statutory authorities. Because much of the SBA’s statutory authority relates to financing and reg- ulatory policy, and in order to make the SBA a more effective agency within the Administration, the Administrator and his or her key staff should have experience in small-business finance and investment and/or administrative law. For example, during the COVID-19 pandemic, the SBA was often forced to outsource key deci- sions and administrative follow-through to the Department of the Treasury. The SBA Administrator and leadership team must share the President’s mission and vision and execute the Administration’s policies effectively. Budget The next Administration should undertake a comprehensive review of the effectiveness of its various loan and grant programs and provide a report to Congress within six months. The report should rank programs by cost-effective- ness. In the interim, the roughly $1 billion overall agency budget should be held constant until the report is considered, after which Congress should terminate

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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VA CBA Act of 2025

VA CBA Act of 2025

Sen. Blumenthal, Richard [D-CT]

$54,100 raised

55% match to Project 2025

Bill's Journey to Becoming a Law

Introduced

Committee Review

Floor Action

Passed Senate

House Review

Passed Congress

Presidential Action

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Bill Summary

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💰 Campaign Finance Network

Donor Network - Sen. Blumenthal, Richard [D-CT]

Top Donors - Sen. Blumenthal, Richard [D-CT]

Industry Impact

Project 2025 Policy Matches

Department of Labor and Related Agencies

Department of Veterans Affairs

Department of Veterans Affairs

Small Business Administration

Small Business Administration

About These Correlations

Full Policy Text

Related Bills

Other Bills by Sen. Blumenthal, Richard

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