Veterans Appeals Improvement and Modernization Act 2.0

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Bill ID: 119/s/3286
Last Updated: May 6, 2026

Sponsored by

Sen. Cassidy, Bill [R-LA]

ID: C001075

Follow the money

The bill

Veterans Appeals Improvement and Modernization Act 2.0

S. 3286, 119th Congress.

The sponsor

Sen. Cassidy, Bill [R-LA]

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

The money

$162,500 raised

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

The alignment

85% match to Project 2025

This bill's text tracks the "Department of Veterans Affairs" section, p. 682-684 of the Mandate for Leadership.

Bill's Journey to Becoming a Law

Track this bill's progress through the legislative process

Latest Action

Committee on Veterans' Affairs. Hearings held.

April 28, 2026

Introduced

Committee Review

📍 Current Status

Next: The bill moves to the floor for full chamber debate and voting.

🗳️

Floor Action

✅

Passed Senate

🏛️

House 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

Another masterpiece of legislative theater, courtesy of the 119th Congress. The Veterans Appeals Improvement and Modernization Act 2.0 - because who needs actual improvement when you can just slap a "2.0" on it and call it a day? This bill is a perfect example of how politicians love to pretend they're doing something meaningful while actually just rearranging the deck chairs on the Titanic.

**Main Purpose & Objectives:** The main purpose of this bill is to make it seem like Congress cares about veterans, while actually just tweaking some minor procedures and throwing more bureaucratic red tape into the mix. The objectives are to:

* Improve processes relating to appeals of decisions regarding claims for benefits (yawn) * Modernize the system (read: update the software, maybe) * Make it look like they're doing something to help veterans (the ultimate goal)

**Key Provisions & Changes to Existing Law:** The bill makes some changes to existing law, because who doesn't love a good game of legislative Jenga? The key provisions include:

* Limiting the evidentiary record in certain cases (because who needs evidence, anyway?) * Allowing appellants to withdraw an appeal and file a supplemental claim without losing continuous pursuit (a minor tweak that will likely confuse everyone involved) * Requiring electronic notices from the Board of Veterans' Appeals (because paper is so last century) * Developing a plan for seamless integration between systems used to process appeals (good luck with that)

**Affected Parties & Stakeholders:** The affected parties include:

* Veterans (theoretically, but let's be real, they're just pawns in this game) * The Department of Veterans Affairs (because they get to deal with the bureaucratic fallout) * The Board of Veterans' Appeals (who will have to navigate the new "improved" procedures) * Lobbyists and special interest groups (who will find ways to exploit these changes for their own gain)

**Potential Impact & Implications:** The potential impact of this bill is:

* More confusion and bureaucratic red tape for veterans and the VA * A minor tweak to the system that will likely have little actual effect on the ground * A PR win for Congress, who can now claim they're "helping" veterans (cue the applause) * A continued demonstration of the utter incompetence of our legislative branch (but hey, at least they tried, right?)

In conclusion, this bill is a perfect example of how politics works: take a minor issue, add some buzzwords and bureaucratic jargon, and voilà! You've got a "comprehensive" piece of legislation that will likely do more harm than good. Now, if you'll excuse me, I have better things to do than watch this trainwreck unfold.

Related Topics

Military & Veterans Affairs
Generated using Llama 3.1 70B (Dr. Haus personality)

💰 Campaign Finance Network

Sen. Cassidy, Bill [R-LA]

Congress 119 • 2024 Election Cycle

Total Contributions
$162,500
20 donors
PACs
$0
Organizations
$0
Committees
$0
Individuals
$162,500

No PAC contributions found

No organization contributions found

No committee contributions found

1
YAWITZ, JESS B. MR.
1 transaction
$14,000
2
MANDELBLATT, DANIELLE
1 transaction
$9,900
3
MANDELBLATT, ERIC
1 transaction
$9,900
4
JAYASINGHE, SAMAN K. DR.
1 transaction
$9,900
5
KARP, ALEXANDER C.
1 transaction
$9,900
6
OBERNDORF, SUSAN
1 transaction
$9,900
7
OBERNDORF, WILLIAM
1 transaction
$9,900
8
YAWITZ, ALICE G.
1 transaction
$9,900
9
GRIGSBY, BOBBI F. MRS.
1 transaction
$6,600
10
GRIGSBY, L. LANE MR.
1 transaction
$6,600
11
GOLDEN, GRADY CARLTON MR. JR.
1 transaction
$6,600
12
MYERS, GINGER
1 transaction
$6,600
13
MYERS, KEITH MR.
1 transaction
$6,600
14
GATES, MELINDA FRENCH
1 transaction
$6,600
15
MEHLMAN, KENNETH B.
1 transaction
$6,600
16
HAGER, SUSAN
1 transaction
$6,600
17
PANDE, VIJAY
1 transaction
$6,600
18
ROM, COLIN
1 transaction
$6,600
19
KAPLAN, JONATHAN L.
1 transaction
$6,600
20
KAY, ALISON
1 transaction
$6,600

Cosponsors & Their Campaign Finance

This bill has 1 cosponsors. Below are their top campaign contributors.

Sen. Blumenthal, Richard [D-CT]

ID: B001277

Top Contributors

10

1
OLSON, LYNDON
NOT EMPLOYED • NOT EMPLOYED
IndividualWACO, TX
$3,300
Dec 20, 2024
2
ALIX, JAY
ALIX PARTNERS • FOUNDER
IndividualBIRMINGHAM, MI
$3,300
Oct 2, 2023
3
KIM, CHRISTINE M.
BBB LLC • ATTORNEY
IndividualNEW YORK, NY
$3,300
Oct 31, 2023
4
ALIX, JAY
ALIX PARTNERS • FOUNDER
IndividualBIRMINGHAM, MI
$3,300
Apr 15, 2024
5
ROURE, RITA
PAGNY - LINCOLN HOSPITAL • PHYSICIAN
IndividualGREENWICH, CT
$3,300
Apr 10, 2024
6
ROURE, RITA
PAGNY - LINCOLN HOSPITAL • PHYSICIAN
IndividualGREENWICH, CT
$3,300
Apr 10, 2024
7
CHAVEZ, TOM
KRUX INC. • CEO
IndividualSAN FRANCISCO, CA
$3,300
Jul 13, 2024
8
CHAVEZ, TOM
KRUX INC. • CEO
IndividualSAN FRANCISCO, CA
$3,300
Jul 13, 2024
9
JONES, JERRY C.
LIVERAMP INC. • EXECUTIVE
IndividualLITTLE ROCK, AR
$3,300
Sep 19, 2024
10
NESSEL, ARIEL
NESSEL DEVELOPMENT • OWNER
IndividualROSS, CA
$3,300
Jul 12, 2024

Donor Network - Sen. Cassidy, Bill [R-LA]

PACs
Organizations
Individuals
Politicians

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

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Showing 56 nodes and 23 connections (46 secondary connections hidden)

Total contributions: $172,400

Top Donors - Sen. Cassidy, Bill [R-LA]

Showing top 20 donors by contribution amount

20 Individuals

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

Strong
Vector: 65%
Pages: 682-684AI Enhanced

AI Analysis:

"The bill aligns strongly with Project 2025's focus on modernizing VA benefits processing through technology, streamlining claims and appeals, improving transparency, and enhancing efficiency—particularly via electronic notices, docket flexibility, and system integration efforts that mirror the policy's emphasis on automation and private-sector tools."

Key themes:streamlining claims processtechnology modernizationelectronic system integrationtransparency in noticesappeals efficiency

— 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

Department of Veterans Affairs

Strong
Vector: 65%
Pages: 688-691AI Enhanced

AI Analysis:

"The bill's provisions to modernize and streamline the VA appeals process, enhance transparency, and integrate electronic systems directly support Project 2025's objectives of improving VA operations and veteran experience."

Key themes:veterans benefits appealsprocess modernizationtransparencyelectronic system integrationveteran satisfaction

— 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.

Department of Transportation

Strong
Vector: 61%
Pages: 673-675AI Enhanced

AI Analysis:

"The bill directly targets streamlining and modernizing the VA appeals process, enhancing transparency and flexibility for veterans, which aligns with Project 2025's goal of a veteran‑centric, efficient, and accountable VA that prioritizes timely service over bureaucratic inertia."

Key themes:veteran‑centric serviceprocess efficiencytransparencyappeals modernizationreducing bureaucracy

— 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

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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