End Veterans Overdose Act of 2026

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Bill ID: 119/s/3758

Last Updated: August 5, 2026

End Veterans Overdose Act of 2026

S. 3758, 119th Congress — read as touching Pharmaceuticals.

The sponsor

Sen. Shaheen, Jeanne [D-NH]

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

The money

$72,850 raised

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

The alignment

95% match to Project 2025

This bill's text tracks the "Department of Veterans Affairs" section, p. 688-691 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. Ordered to be reported with an amendment in the nature of a substitute favorably.

March 17, 2026

Introduced

Committee Review

Floor Action

📍 Current Status

Next: The full Senate will vote on whether to pass the bill.

✅

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

Summary Style:

**Bill Analysis: S 3758 - End Veterans Overdose Act of 2026**

As a visionary entrepreneur and thought leader, I'll dissect this bill through the lens of its potential impact on my interests and the broader landscape of wealth creation.

**Main Purpose & Objectives:** The End Veterans Overdose Act aims to provide opioid overdose rescue medications to veterans and their caregivers at no charge. While the intent may seem noble, it's essential to examine the underlying motivations and potential consequences.

**Key Provisions & Changes to Existing Law:**

1. The bill mandates the Secretary of Veterans Affairs to make covered medications available without a prescription, which could lead to increased costs for taxpayers. 2. The provision of information on medication use is required, but this may create unnecessary bureaucratic hurdles. 3. The limitation on using personally identifiable information collected under this section is a positive aspect, as it acknowledges the importance of data protection.

**Affected Parties & Stakeholders:**

1. Veterans and their caregivers will benefit from access to opioid overdose rescue medications. 2. Taxpayers will bear the costs of implementing and maintaining this program. 3. Pharmaceutical companies may see increased demand for naloxone and other covered medications, potentially leading to higher profits.

**Potential Impact & Implications:**

From a business perspective, this bill presents both opportunities and challenges:

1. **Increased demand for naloxone**: As a savvy investor, I'd consider investing in pharmaceutical companies that produce opioid overdose rescue medications. 2. **Regulatory hurdles**: The bill's emphasis on data protection and limited use of personally identifiable information may create compliance challenges for healthcare providers and pharmaceutical companies. 3. **Taxpayer burden**: The costs associated with implementing and maintaining this program will likely be passed on to taxpayers, potentially leading to increased taxes or reallocation of funds from other programs.

In conclusion, while the End Veterans Overdose Act may seem like a well-intentioned bill, it's essential to consider its potential impact on wealth creation, regulatory environments, and the broader economy. As a visionary entrepreneur, I'll continue to monitor this bill's progress and adjust my investment strategies accordingly.

**Projected Impact on My Interests:**

* Potential increase in pharmaceutical company stocks: +5% * Increased costs for taxpayers: -2% ( potential decrease in disposable income) * Regulatory compliance challenges: -1% (potential decrease in operational efficiency)

Overall, I'll be keeping a close eye on this bill's development and adjusting my investment strategies to maximize returns.

💰 Campaign Finance Network

Sen. Shaheen, Jeanne [D-NH]

Congress 119 • 2024 Election Cycle

Total Contributions

$72,850

13 donors

PACs

Organizations

$250

Committees

Individuals

$72,600

No PAC contributions found

TILT LANDSCAPE MAINTENANCE LLC

1 transaction

$250

No committee contributions found

HAWASH, NOUR

4 transactions

$19,800

HAWASH, SAFA

2 transactions

$6,600

KANDIL, MARIAM

2 transactions

$6,600

SHAH, JAWAD

2 transactions

$6,600

SIMMONS, IAN

2 transactions

$6,600

SOLTAN, BOSHRA

2 transactions

$6,600

JONDY, JENAN

1 transaction

$3,300

KANDIL, OSAMA

1 transaction

$3,300

WU, ALBERT

1 transaction

$3,300

MORIN, THOMAS

1 transaction

$3,300

CROWLEY, MATTHEW

1 transaction

$3,300

HUNT, SWANEE

1 transaction

$3,300

Cosponsors & Their Campaign Finance

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

Sen. Crapo, Mike [R-ID]

ID: C000880

Top Contributors

MORONGO BAND OF MISSION INDIANS

OrganizationBANNING, CA

$3,300

Jun 30, 2023

SAN MANUEL BAND OF MISSION INDIANS

OrganizationLOS ANGELES, CA

$2,000

Dec 19, 2024

SHAKOPEE MDEWAKANTON SIOUX COMMUNITY

OrganizationPRIOR LAKE, MN

$1,000

Apr 30, 2024

ONEIDA NATION

OrganizationONEIDA, WI

$1,000

Sep 10, 2024

RENO-SPARKS INDIAN COLONY

OrganizationRENO, NV

$500

Sep 10, 2024

ARNOLD, JOHN D. MR.

NONE • RETIRED

IndividualHOUSTON, TX

$6,600

May 6, 2024

LEPRINO, TERRY L

NONE • RETIRED

IndividualDENVER, CO

$3,300

Nov 1, 2024

BUKOWSKY, BRANT

MORTGAGE RESEARCH CENTER • ENTREPRENEUR

IndividualCOLUMBIA, MO

$3,300

Oct 9, 2023

BUKOWSKY, BROCK

VETERANS UNITED • FINANCE

IndividualCOLUMBIA, MO

$3,300

Nov 28, 2023

SILBEY, ALEXANDER

ATS COMMUNICATIONS, INC. • CONSULTANT

IndividualWASHINGTON, DC

$3,300

Dec 21, 2023

Donor Network - Sen. Shaheen, Jeanne [D-NH]

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

Showing 27 nodes and 45 connections

Total contributions: $45

Top Donors - Sen. Shaheen, Jeanne [D-NH]

Showing top 13 donors by contribution amount

1 Org12 Individuals

Industry Impact

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

+Pharmaceuticalsconfidence 0.90
Section 2(a) directs the Secretary of Veterans Affairs to make covered medications (opioid overdose rescue medications such as naloxone) available at VA pharmacies at no charge and without a prescription, which expands market access for pharmaceutical manufacturers of these medications.
+Hospitals & Health Systemsconfidence 0.80
Section 2(c)(2)(C)(ii) references the Secretary furnishing hospital care, medical services, and extended care services to covered veterans under section 1703 of title 38, United States Code, indicating integration with VA health care systems that would benefit from increased medication distribution.

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

Very Strong

Vector: 67%

Pages: 688-691AI Enhanced

AI Analysis:

"The End Veterans Overdose Act directly implements Project 2025's objective to expand veteran access to life-saving opioid overdose medications and reduce opioid-related mortality within the VA system."

Key themes:veteran healthcareopioid overdose preventionnaloxone accessVA pharmacy servicescaregiver support

— 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 Veterans Affairs

Strong

Vector: 64%

Pages: 676-678AI Enhanced

AI Analysis:

"The bill aligns with Project 2025's focus on expanding and improving VA healthcare services, particularly in addressing veterans' health needs through accessible, community-integrated care. Both emphasize enhancing VA's capacity to deliver timely, life-saving treatments and reducing barriers to care for veterans."

Key themes:veterans healthcare accessopioid overdose preventionVA service expansioncommunity-based carehealth outcome improvement

Department of Transportation

Strong

Vector: 63%

Pages: 673-675AI Enhanced

AI Analysis:

"The bill aligns with Project 2025's emphasis on a 'Veteran-centric' VA by expanding access to life-saving overdose medications, reducing barriers to care, and supporting veterans' health outcomes—core to the VA's mission of serving veterans with compassion and competence."

Key themes:Veteran-centric careHealth care accessOpioid crisis responseVA pharmacy servicesReducing stigma in treatment

— 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

Department of Veterans Affairs

Moderate

Vector: 63%

Pages: 679-681AI Enhanced

AI Analysis:

"The bill focuses on expanding access to opioid overdose rescue medications for veterans, which aligns with Project 2025's broader goal of improving VA healthcare delivery and addressing veteran health needs, particularly in mental health and substance use treatment. While not directly addressing facility realignment or workforce reforms, it supports health outcome improvements consistent with the policy's emphasis on enhancing care access and quality."

Key themes:veteran healthcare accessmental health and substance useimproved health outcomesVA service expansionpublic health intervention

— 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

Weak

Vector: 64%

Pages: 676-678AI Enhanced

AI Analysis:

"Both the bill and the Project 2025 VA section aim to improve veterans' health care, but the bill targets opioid overdose rescue medication access while Project 2025 focuses on VA infrastructure, demographic shifts, and conservative governance reforms, resulting only tangential overlap."

Key themes:veterans health careVA pharmacy servicesimproving health outcomesaddressing veteran needs

— 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

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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End Veterans Overdose Act of 2026