Veterans Readiness and Employment Transparency Act of 2025

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Bill ID: 119/hr/1793
Last Updated: February 3, 2026

Sponsored by

Rep. Hamadeh, Abraham [R-AZ-8]

ID: H001098

Follow the money

The bill

Veterans Readiness and Employment Transparency Act of 2025

HR. 1793, 119th Congress — read as touching For-Profit Education & Student Loans.

The sponsor

Rep. Hamadeh, Abraham [R-AZ-8]

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

The money

$192,436 raised

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

The alignment

67% match to Project 2025

This bill's text tracks the "Introduction" section, p. 679-681 of the Mandate for Leadership.

Bill's Journey to Becoming a Law

Track this bill's progress through the legislative process

Latest Action

Forwarded by Subcommittee to Full Committee (Amended) by Voice Vote.

April 8, 2025

Introduced

Committee Review

📍 Current Status

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

🗳️

Floor Action

Passed House

🏛️

Senate 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 "we care about veterans" bill from the same politicians who can't even be bothered to show up for committee meetings on time. Let's dissect this farce.

HR 1793, or the Veterans Readiness and Employment Transparency Act of 2025, is a masterclass in bureaucratic doublespeak. The title sounds great, but what does it actually do? It creates new outreach requirements for the Department of Veterans Affairs (VA) training and rehabilitation programs. Wow, I bet veterans are just thrilled to have more phone numbers and email addresses to deal with.

The bill amends existing law to require VA employees to attend monthly Q&A sessions with school officials and provide in-person briefings at educational institutions. Because what veterans really need is more paperwork and bureaucratic red tape. And if the institution is too far away, a virtual briefing will suffice – because nothing says "supporting our troops" like a Zoom call.

The real kicker is the annual report requirement, where the Secretary of Veterans Affairs has to submit a report on the extension of vocational rehabilitation programs. I'm sure this will be a thrilling read, full of insightful data and actionable recommendations. NOT.

Affected industries? Well, it's not like the VA was going to start providing actual services or anything. No, this bill is all about creating more administrative jobs and contracting opportunities for favored vendors. The education sector might see some minor benefits, but let's be real, they're just along for the ride.

Compliance requirements? Ha! This bill is a joke. The VA has to establish a dedicated phone number and update their website. Oh, and employees have to attend meetings and provide briefings. I'm sure this will be a huge burden on the VA's already-overworked staff.

Enforcement mechanisms and penalties? Don't make me laugh. There are none. This bill is all about appearances, not actual accountability.

Economic and operational impacts? Minimal. The VA will spend some money on new phone lines and website updates, but that's about it. Veterans won't see any real benefits from this bill. It's just another example of politicians pretending to care while doing nothing to actually help.

Diagnosis: This bill is a classic case of "Legislative Lip Service Syndrome" (LLSS). Symptoms include empty promises, bureaucratic busywork, and a complete lack of actual solutions. Treatment? A healthy dose of skepticism and a strong stomach for the inevitable disappointment that follows.

Related Topics

Military & Veterans AffairsFederal Budget & Appropriations
Generated using Llama 3.1 70B (Dr. Haus personality)

💰 Campaign Finance Network

Rep. Hamadeh, Abraham [R-AZ-8]

Congress 119 • 2024 Election Cycle

Total Contributions
$192,436
18 donors
PACs
$0
Organizations
$17,300
Committees
$0
Individuals
$175,136

No PAC contributions found

1
CLB PARTNERS
1 transaction
$12,000
2
ADVANTAGE INSURANCE PLLC
1 transaction
$3,300
3
JARDIN RATZKEN PLLC
2 transactions
$2,000

No committee contributions found

1
HAYDEN, STEPHEN
2 transactions
$26,400
2
KAYALI, ZEID
2 transactions
$16,000
3
MOJAHED, ROMEIN A
2 transactions
$15,000
4
OLSON, JOSH
2 transactions
$15,000
5
FISHMAN, DAVID
2 transactions
$13,636
6
HAMADEH, WASEEM J
1 transaction
$13,200
7
MANLEY, DWIGHT
1 transaction
$13,200
8
PRICE, KAPU
1 transaction
$13,200
9
NOWOCIEN, PIOTR
1 transaction
$9,900
10
BAILEY, B JAN
1 transaction
$6,600
11
BAILEY, JOHN S
1 transaction
$6,600
12
HASBINI, LEENA
1 transaction
$6,600
13
HILLMAN, TATANALL LEA
1 transaction
$6,600
14
HOWARD, DAX
1 transaction
$6,600
15
HOWARD, NICO
1 transaction
$6,600

Cosponsors & Their Campaign Finance

This bill has 10 cosponsors. Below are their top campaign contributors.

Rep. Murphy, Gregory F. [R-NC-3]

ID: M001210

Top Contributors

10

1
DOISE, DARYL
OCEANS HEALTHCAREEXEC VP
IndividualDALLAS, TX
$6,700
Apr 1, 2024
2
DOISE, DARYL
IndividualDALLAS, TX
$6,700
Apr 10, 2024
3
KAPOOR, DEEPAK
SOLARIS HEALTHPHYSICIAN EXECUTIVE
IndividualFORT LAUDERDALE, FL
$6,600
Sep 23, 2024
4
KAPOOR, DEEPAK
IndividualFORT LAUDERDALE, FL
$6,600
Sep 30, 2024
5
SCHWARZMAN, STEPHEN
BLACKSTONECEO AND CHAIRMAN
IndividualNEW YORK, NY
$3,300
Oct 21, 2024
6
ARUMUGHAM, PRADEEP
ECUDOCTOR
IndividualKINSTON, NC
$3,300
Dec 11, 2023
7
BOWEN, JOEY M
PRIVATEER TOBACCO CO. INC.TOBACCONIST
IndividualGREENVILLE, NC
$3,300
Nov 15, 2023
8
BOWEN, JOEY M
PRIVATEER TOBACCO CO. INC.TOBACCONIST
IndividualGREENVILLE, NC
$3,300
Nov 15, 2023
9
CLARK, MELISSA A
HOMEMAKERHOMEMAKER
IndividualGREENVILLE, NC
$3,300
Oct 6, 2023
10
CLARK, MELISSA A
HOMEMAKERHOMEMAKER
IndividualGREENVILLE, NC
$3,300
Oct 6, 2023

Rep. Jackson, Jonathan L. [D-IL-1]

ID: J000309

Top Contributors

10

1
DUDA, KENNETH
ARISTA NETWORKS INC.SOFTWARE ENGINEERING
IndividualMENLO PARK, CA
$6,600
Jun 21, 2024
2
GUPTA, ANUJA
VERANDAHFOUNDER
IndividualHANOVER PARK, IL
$6,600
Mar 19, 2024
3
BURKLE, RON
THE YUCAIPA COMPANIES, LLCMANAGING PARTNER
IndividualWEST HOLLYWOOD, CA
$6,600
Apr 16, 2024
4
DUDA, KENNETH
ARISTA NETWORKS INC.SOFTWARE ENGINEERING
IndividualMENLO PARK, CA
$6,600
Jun 21, 2024
5
KAMANZI, OLIVIER
NOT EMPLOYEDNOT EMPLOYED
IndividualCHICAGO, IL
$5,000
Jun 29, 2024
6
ADAMS, HAYDEN
UNISWAP LABSFOUNDER AND CEO
IndividualNEW YORK, NY
$3,300
Aug 14, 2024
7
CHU MA, SUM
SELFRESTURANT OWNER
IndividualCHICAGO, IL
$3,300
Aug 27, 2024
8
DUDA, JENNIFER
NOT EMPLOYEDNOT EMPLOYED
IndividualMENLO PARK, CA
$3,300
Jul 24, 2024
9
GABLE, WILLIE
NOT EMPLOYEDNOT EMPLOYED
IndividualNEW ORLEANS, LA
$3,300
Sep 14, 2024
10
KNOWLING, ROBERT
EAGLES LANDING PARTNERSEXECUTIVE
IndividualGLENNVILLE, GA
$3,300
May 21, 2024

Rep. Ciscomani, Juan [R-AZ-6]

ID: C001133

Top Contributors

10

1
SALT RIVER PIMA MARICOPA INDIAN COMMUNITY
PACSCOTTSDALE, AZ
$1,000
Jun 14, 2024
2
CHEROKEE NATION
OrganizationTAHLEQUAH, OK
$3,300
Oct 31, 2024
3
EASTERN BAND OF CHEROKEE INDIANS
OrganizationCHEROKEE, NC
$3,300
Nov 5, 2024
4
POARCH BAND OF CREEK INDIANS
OrganizationATMORE, AL
$3,300
Jun 30, 2024
5
DELTA AIRLINES
OrganizationATLANTA, GA
$2,500
Jul 30, 2024
6
THE CHICKASAW NATION
OrganizationADA, OK
$2,000
Oct 8, 2024
7
POARCH BAND OF CREEK INDIANS
OrganizationATMORE, AL
$1,834
Jun 30, 2024
8
MS BAND OF CHOCTAW INDIANS
OrganizationCHOCTAW, MS
$1,000
Nov 5, 2024
9
COLORADO RIVER INDIAN TRIBES
OrganizationPARKER, AZ
$1,000
Jun 30, 2023
10
THE CHICKASAW NATION
OrganizationADA, OK
$1,000
Jun 30, 2023

Rep. Johnson, Henry C. "Hank" [D-GA-4]

ID: J000288

Top Contributors

0

No contribution data available

Rep. Graves, Sam [R-MO-6]

ID: G000546

Top Contributors

10

1
CHOCTAW NATION OF OKLAHOMA
OrganizationDURANT, OK
$3,300
Sep 26, 2024
2
VOLUME TRANSPORTATION
OrganizationCONYERS, GA
$2,000
Aug 28, 2023
3
MORONGO BAND OF MISSION INDIANS
OrganizationCABAZON, CA
$1,500
Jul 19, 2023
4
NORTHWEST MISSOURI CELLULAR
OrganizationMARYVILLE, MO
$1,000
May 15, 2024
5
MORONGO BAND OF MISSION INDIANS
OrganizationCABAZON, CA
$1,000
Jan 30, 2024
6
MIDWEST DATA CENTER
OrganizationROCK PORT, MO
$500
Jul 25, 2023
7
MIDWEST DATA CENTER
OrganizationROCK PORT, MO
$500
May 15, 2024
8
DEMOCRACY ENGINE LLC
OrganizationWASHINGTON, DC
$469
Apr 28, 2024
9
BUSCH, AUGUST
RETIREDRETIRED
IndividualSAINT LOUIS, MO
$100,000
Oct 31, 2023
10
BUSCH, AUGUST
IndividualSAINT LOUIS, MO
$20,900
Apr 16, 2024

Rep. Wittman, Robert J. [R-VA-1]

ID: W000804

Top Contributors

10

1
THE CHICKASAW NATION
PACADA, OK
$3,300
Jun 17, 2024
2
THE CHICKASAW NATION
PACADA, OK
$3,300
Sep 30, 2024
3
CHOCTAW NATION OF OKLAHOMA
OrganizationDURANT, OK
$3,300
Dec 14, 2023
4
AGUA CALIENTE BAND OF CAHUILLA INDIANS
OrganizationPALM SPRINGS, CA
$3,300
Feb 8, 2024
5
KEHOE, MICHAEL PATRICK
IndividualRICHMOND, VA
$13,200
Jun 2, 2023
6
GIFFORD, BILLY
ALTRIA GROUP INC.CEO
IndividualMIDLOTHIAN, VA
$6,600
Sep 26, 2023
7
PAYNE, DANIEL E.
PAYNE INCCEO
IndividualFREDERICKSBURG, VA
$6,600
Nov 29, 2023
8
CASEY, ARTHUR S.
CASEY AUTO GROUPPRESIDENT
IndividualNEWPORT NEWS, VA
$6,600
Mar 29, 2023
9
PAYNE, DANIEL E.
PAYNE INCCEO
IndividualFREDERICKSBURG, VA
$6,600
Nov 29, 2023
10
KANTNER, CHRIS
UKROP'S FOOD GROUPPRESIDENT
IndividualRICHMOND, VA
$6,600
Jan 12, 2024

Rep. Haridopolos, Mike [R-FL-8]

ID: H001099

Top Contributors

10

1
JARNES, LARRY
NORTHBORO BUILDERS INCBUILDER
IndividualMELBOURNE, FL
$9,900
May 20, 2024
2
FARINELLA, NICK
SELF-EMPLOYEDREALTOR
IndividualMELBOURNE, FL
$3,518
May 6, 2024
3
HILL, KEVIN
RE/MAX ALTERNATIVEREALTOR
IndividualINDIAN HARBOUR BEA, FL
$3,518
May 6, 2024
4
MOLLEN, JACK
RETIREDRETIRED
IndividualMELBOURNE, FL
$3,518
May 17, 2024
5
SHOULDERS, KATHY
RETIREDRETIRED
IndividualINDIAN HARBOUR BEA, FL
$3,518
May 21, 2024
6
SHOULDERS, WILLIAM
HANDEX CONSULTING REMEDIATIONEXECUTIVE
IndividualINDIAN HARBOUR BEA, FL
$3,518
Apr 30, 2024
7
BERRY, JAMES
DELTA AIR LINESPILOT
IndividualMELBOURNE, FL
$3,435
Sep 10, 2024
8
DANDRIDGE, STEPHANIE
SOTHEBYSREALTOR
IndividualINDIALANTIC, FL
$3,435
Sep 19, 2024
9
FLACHS, BRUCE
PRESCIENT NATIONALINSURANCE
IndividualVERO BEACH, FL
$3,435
Sep 4, 2024
10
MARUMOTO, ALAN K.
UNIVERSITY CENTER IMAGINGPHYSICIAN
IndividualINDIALANTIC, FL
$3,435
Sep 13, 2024

Rep. Davis, Donald G. [D-NC-1]

ID: D000230

Top Contributors

10

1
FEDERATED INDIANS OF GRATON RANCHERIA
OrganizationROHNERT PARK, CA
$3,300
Mar 5, 2024
2
TUNICA-BILOXI TRIBE OF LA
OrganizationMARKSVILLE, LA
$2,000
Dec 31, 2023
3
SHAKOPEE MDEWAKANTON SIOUX COMMUNITY
OrganizationPRIOR LAKE, MN
$1,650
Jun 6, 2023
4
SHAKOPEE MDEWAKANTON SIOUX COMMUNITY
OrganizationPRIOR LAKE, MN
$1,650
May 13, 2024
5
BARONA BAND OF MISSION INDIANS
OrganizationLAKESIDE, CA
$1,500
May 31, 2023
6
CHEROKEE NATION
OrganizationTAHLEQUAH, OK
$1,000
Dec 28, 2023
7
FISHER, DEBORAH
NOT EMPLOYEDNOT EMPLOYED
IndividualCOEUR D ALENE, ID
$4,000
Jul 29, 2024
8
BLOOM, BRADLEY
BERKSHIRE PARTNERS LLCINVESTMENTS
IndividualWELLESLEY, MA
$3,300
Oct 31, 2024
9
BRAUFMAN, JILL
NOT EMPLOYEDRETIRED
IndividualSURFSIDE, FL
$3,300
Oct 18, 2024
10
CLAPP, STEPHEN
SELF EMPLOYEDRANCHER
IndividualSEQUIM, WA
$3,300
Oct 30, 2024

Rep. Hill, J. French [R-AR-2]

ID: H001072

Top Contributors

10

1
THE ROYER LAW FIRM PLLC
OrganizationWASHINGTON, DC
$1,000
Sep 30, 2024
2
BRADBURY, CHARLOTTE S. MRS.
NONEHOMEMAKER
IndividualLITTLE ROCK, AR
$6,600
Dec 7, 2023
3
BRADBURY, CURT MR. JR.
STEPHENS INC.CHIEF OPERATING OFFICER
IndividualLITTLE ROCK, AR
$6,600
Dec 7, 2023
4
KEITH, STEVEN M. MR.
KBXPRESIDENT
IndividualLITTLE ROCK, AR
$6,600
Oct 13, 2023
5
KNAPPLE, WHITFIELD L. DR.
SELF EMPLOYEDPHYSICIAN
IndividualLITTLE ROCK, AR
$6,600
Oct 9, 2023
6
PFAUTCH, ROY MR.
CIVIC SERVICE INCOWNER
IndividualSAINT LOUIS, MO
$6,600
Dec 28, 2023
7
QUINTILIAN, DENNIS
NONERETIRED
IndividualLLOYD HARBOR, NY
$6,600
Nov 16, 2023
8
QUINTILIAN, DORIS
NONERETIRED
IndividualLLOYD HARBOR, NY
$6,600
Nov 16, 2023
9
RUTLEDGE, REYNIE MR.
FIRST SECURITY BANKCHAIRMAN
IndividualSEARCY, AR
$6,600
Nov 10, 2023
10
SCHWARZMAN, STEPHEN A. MR.
BLACKSTONECHAIRMAN CEO & CO-FOUNDER
IndividualNEW YORK, NY
$6,600
Feb 16, 2023

Rep. Bost, Mike [R-IL-12]

ID: B001295

Top Contributors

10

1
AK-CHIN INDIAN COMMUNITY
OrganizationMARICOPA, AZ
$3,300
Feb 21, 2024
2
AK-CHIN INDIAN COMMUNITY
OrganizationMARICOPA, AZ
$3,300
Aug 14, 2024
3
MIAMI TRIBE OF OKLAHOMA
OrganizationMIAMI, OK
$2,000
Aug 14, 2024
4
CAMPBELL FARMS
OrganizationCARMI, IL
$1,500
Sep 19, 2023
5
MUSCOGEE CREEK NATION
OrganizationOKMULGEE, OK
$1,000
Jun 25, 2024
6
MUSCOGEE CREEK NATION
OrganizationOKMULGEE, OK
$500
Jun 25, 2024
7
WAITE, TOMB & EBERLY LLP
OrganizationTROY, OH
$500
Apr 1, 2024
8
EMMET, RICHARD
NONERETIRED
IndividualLARCHMONT, NY
$6,600
Nov 21, 2023
9
GILLIAM, RICHARD
CUMBERLAND DEVELOPMENTMANAGER
IndividualCHARLOTTESVILLE, VA
$6,600
Nov 21, 2023
10
SCHWAB, CHARLES
CHARLES SCHWAB CORPORATIONCHAIRMAN
IndividualPALM BEACH, FL
$6,600
Dec 19, 2023

Donor Network - Rep. Hamadeh, Abraham [R-AZ-8]

PACs
Organizations
Individuals
Politicians

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

Loading...

Showing 48 nodes and 36 connections (45 secondary connections hidden)

Total contributions: $246,636

Top Donors - Rep. Hamadeh, Abraham [R-AZ-8]

Showing top 18 donors by contribution amount

3 Orgs15 Individuals

Industry Impact

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

  • Section 2(b)(1) requires veteran readiness and employment counselors to provide in-person briefings about services at educational institutions, which may increase demand for these services from for-profit education providers

Project 2025 Policy Matches

This bill shows semantic similarity to the following sections of the Project 2025 policy document.

Introduction

Moderate67.1%
Pages: 679-681

— 646 — Mandate for Leadership: The Conservative Promise 3. Section 121 (developing and administering an education program that teaches veterans about their health care options available from the Department of Veterans Affairs). 4. Section 152 (returning the Office for Innovation of Care and Payment to the Office of Enterprise Integration with a joint governance process set up with the VHA). 5. Section 161 (overhauling Family Caregiver Program expansion, which has gone poorly, so that it focuses on consistency of eligibility and awareness that the most severely wounded or injured may require the program indefinitely). l Require the VHA to report publicly on all aspects of its operation, including quality, safety, patient experience, timeliness, and cost-effectiveness, using standards similar to those in the Medicare Accountable Care Organization program so that the government may monitor and achieve continuous improvement in the VA system more effectively. l Encourage VA Medical Centers to seek out relevant academic and private- sector input in their communities to improve the overall patient experience. Budget l Conduct an independent audit of the VA similar to the 2018 Department of Defense (DOD) audit to identify IT, management, financial, contracting, and other deficiencies. l Assess the misalignment of VHA facilities and rising infrastructure costs. The VHA operates 172 inpatient medical facilities nationally that are an average of 60 years old. Some of these facilities are underutilized and inadequately staffed. Facilities in certain urban and rural areas are seeing significant declines in the veteran population and strong competition for fresh medical staff. In 2018, Congress authorized an Asset Infrastructure Review (AIR) of national VHA medical markets to provide insight into where the VA health care budget should be responsibly allocated to serve veterans most effectively. However, the Senate Veterans Affairs Committee lacked the political will to act on the White House’s nominations of commission members, and this ultimately led to termination of the AIR process. The next Administration should seek out agile, creative, and politically acceptable operational solutions to this aging infrastructure status quo,

Introduction

Moderate67.1%
Pages: 679-681

— 646 — Mandate for Leadership: The Conservative Promise 3. Section 121 (developing and administering an education program that teaches veterans about their health care options available from the Department of Veterans Affairs). 4. Section 152 (returning the Office for Innovation of Care and Payment to the Office of Enterprise Integration with a joint governance process set up with the VHA). 5. Section 161 (overhauling Family Caregiver Program expansion, which has gone poorly, so that it focuses on consistency of eligibility and awareness that the most severely wounded or injured may require the program indefinitely). l Require the VHA to report publicly on all aspects of its operation, including quality, safety, patient experience, timeliness, and cost-effectiveness, using standards similar to those in the Medicare Accountable Care Organization program so that the government may monitor and achieve continuous improvement in the VA system more effectively. l Encourage VA Medical Centers to seek out relevant academic and private- sector input in their communities to improve the overall patient experience. Budget l Conduct an independent audit of the VA similar to the 2018 Department of Defense (DOD) audit to identify IT, management, financial, contracting, and other deficiencies. l Assess the misalignment of VHA facilities and rising infrastructure costs. The VHA operates 172 inpatient medical facilities nationally that are an average of 60 years old. Some of these facilities are underutilized and inadequately staffed. Facilities in certain urban and rural areas are seeing significant declines in the veteran population and strong competition for fresh medical staff. In 2018, Congress authorized an Asset Infrastructure Review (AIR) of national VHA medical markets to provide insight into where the VA health care budget should be responsibly allocated to serve veterans most effectively. However, the Senate Veterans Affairs Committee lacked the political will to act on the White House’s nominations of commission members, and this ultimately led to termination of the AIR process. The next Administration should seek out agile, creative, and politically acceptable operational solutions to this aging infrastructure status quo, — 647 — Department of Veterans Affairs reimagine the health care footprint in some locales, and spur a realignment of capacity through budgetary allocations. Specifically: 1. Embrace the expansion of Community Based Outpatient Clinics (CBOCs) as an avenue to maintain a VA footprint in challenging medical markets without investing further in obsolete and unaffordable VA health care campuses. 2. Explore the potential to pilot facility-sharing partnerships between the VA and strained local health care systems to reduce costs by leveraging limited talent and resources. Personnel l Extend the term of the Under Secretary for Health (USH) to five years. Additionally, authority should be given to reappoint this individual for a second five-year term both to allow for continuity and to protect the USH from political transition. l Establish a Senior Executive Service (SES) position of VHA Care System Chief Information Officer (CIO), selected by and reporting to the chief of the VHA Care System with a dotted line to the VA CIO. l Identify a workflow process to bring wait times in compliance with VA MISSION Act–required time frames wherever possible. 1. Assess the daily clinical appointment load for physicians and clinical staff in medical facilities where wait times for care are well outside of the time frames required by the VA MISSION Act. 2. Require VHA facilities to increase the number of patients seen each day to equal the number seen by DOD medical facilities: approximately 19 patients per provider per day. Currently, VA facilities may be seeing as few as six patients per provider per day. 3. Consider a pilot program to extend weekday appointment hours and offer Saturday appointment options to veterans if a facility continues to demonstrate that it has excess capacity and is experiencing delays in the delivery of care for veterans. 4. Identify clinical services that are consistently in high demand but require cost-prohibitive compensation to recruit and retain talent, and examine exceptions for higher competitive pay.

Introduction

Moderate61.6%
Pages: 673-675

— 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

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