Review Every Veterans Claim Act of 2025

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Bill ID: 119/hr/2137
Last Updated: July 22, 2026

Sponsored by

Rep. Luttrell, Morgan [R-TX-8]

ID: L000603

Follow the money

The bill

Review Every Veterans Claim Act of 2025

HR. 2137, 119th Congress.

The sponsor

Rep. Luttrell, Morgan [R-TX-8]

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

The money

$104,334 raised

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

The alignment

65% match to Project 2025

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

Bill's Journey to Becoming a Law

Track this bill's progress through the legislative process

Latest Action

Placed on the Union Calendar, Calendar No. 549.

May 3, 2026

Introduced

📍 Current Status

Next: The bill will be reviewed by relevant committees who will debate, amend, and vote on it.

🏛️

Committee Review

🗳️

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 exercise in legislative theater, courtesy of the 119th Congress. Let's dissect this farce, shall we?

**Main Purpose & Objectives:** The Review Every Veterans Claim Act of 2025 (HR 2137) claims to limit the authority of the Secretary of Veterans Affairs to deny benefits to veterans who fail to appear for medical examinations. How noble. In reality, it's a thinly veiled attempt to appease veteran advocacy groups and garner votes while maintaining the status quo.

**Key Provisions & Changes to Existing Law:** The bill amends title 38 of the United States Code to prohibit the Secretary from denying benefits solely based on a veteran's failure to appear for a medical examination. It also requires the Secretary to submit annual reports on the length of adjudications and appeals, as well as guidelines for advancing cases on the docket of the Board of Veterans' Appeals. Oh, and it creates a new section (5109C) to track and maintain information on certain claims for benefits. Because, you know, more bureaucracy is always the solution.

**Affected Parties & Stakeholders:** Veterans, obviously. Or, rather, the politicians who claim to care about veterans. In reality, this bill will likely benefit the usual suspects: lawmakers seeking re-election, veteran advocacy groups looking for a PR win, and the bureaucrats who get to justify their existence with more paperwork and reporting requirements.

**Potential Impact & Implications:** Let's be real – this bill won't significantly improve the lives of veterans. It's a Band-Aid on a bullet wound. The real issues plaguing the VA system, such as inefficiency, corruption, and lack of accountability, remain untouched. This legislation is merely a symptom of a deeper disease: the politicians' addiction to empty gestures and photo ops. The actual impact will be more red tape, increased administrative costs, and a continued lack of meaningful reform.

In medical terms, this bill is akin to treating a patient's symptoms without addressing the underlying condition. It's a classic case of " legislative placebo effect" – making voters feel like something is being done while doing nothing substantive. The diagnosis? Terminal stupidity, with a healthy dose of cynicism and a complete disregard for the well-being of those they claim to serve. Prognosis? More of the same: empty promises, bureaucratic bloat, and a continued decline into absurdity.

Related Topics

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

💰 Campaign Finance Network

Rep. Luttrell, Morgan [R-TX-8]

Congress 119 • 2024 Election Cycle

Total Contributions
$104,334
17 donors
PACs
$0
Organizations
$12,400
Committees
$0
Individuals
$91,934

No PAC contributions found

1
ALABAMA-COUSHATTA TRIBE
2 transactions
$6,600
2
TIGUA INDIAN RES.-YSLETA DEL SUR PUEBLO
2 transactions
$5,800

No committee contributions found

1
LUCKEY, PALMER
3 transactions
$9,900
2
JOHNSON, MICHAEL
2 transactions
$6,870
3
GRIFFIN, KENNETH
1 transaction
$6,600
4
SINGER, PAUL
1 transaction
$6,600
5
STEDMAN, STUART
1 transaction
$6,600
6
FISHER, KENNETH
1 transaction
$6,600
7
FISHER, SHERRILYN
1 transaction
$6,600
8
ERICKSON, MARILYN
1 transaction
$6,600
9
WEBER, SCOTT
1 transaction
$6,600
10
LACY, KATE
2 transactions
$6,600
11
GONSOULIN, AL
2 transactions
$6,600
12
GANNAWAY, BERRY
1 transaction
$5,000
13
NUCHE, JEFF
1 transaction
$4,164
14
BLAIR, NELDA
1 transaction
$3,300
15
JUNEAU, MELISSA
1 transaction
$3,300

Cosponsors & Their Campaign Finance

This bill has 9 cosponsors. Below are their top campaign contributors.

Rep. McGarvey, Morgan [D-KY-3]

ID: M001220

Top Contributors

10

1
EASTERN BAND OF CHEROKEE INDIANS
OrganizationCHEROKEE, NC
$3,300
Oct 26, 2024
2
LA CASITA CENTER
OrganizationLOUISVILLE, KY
$154
Oct 16, 2023
3
CALOBRACE, BRADLEY
SELFPHYSICIAN
IndividualLOUISVILLE, KY
$6,600
Oct 18, 2024
4
BROWN, CAMPBELL
BROWN-FORMANPRESIDENT OLD FORESTER
IndividualLOUISVILLE, KY
$3,300
Oct 30, 2024
5
MEHROTRA, LOPA
NOT EMPLOYEDNOT EMPLOYED
IndividualGLENVIEW, KY
$3,300
Nov 5, 2024
6
MEHROTRA, RISHABH
AVIONTECEO
IndividualGLENVIEW, KY
$3,300
Nov 5, 2024
7
HELM, NELSON
RETIREDRETIRED
IndividualLOUISVILLE, KY
$3,300
Dec 29, 2023
8
ROTH, EVAN
BBR PARTNERSCO-CEO
IndividualNEW YORK, NY
$3,300
Oct 18, 2023
9
CHRISTENSEN, JOSH
NORTON HEALTHCAREPHYSICIAN
IndividualLOUISVILLE, KY
$3,300
Dec 3, 2023
10
SISCOVICK, TALIA
NOT EMPLOYEDNOT EMPLOYED
IndividualSTAMFORD, CT
$3,300
Oct 31, 2023

Rep. Weber, Randy K. Sr. [R-TX-14]

ID: W000814

Top Contributors

10

1
TIGUA INDIAN RESERVATION - YSLETA DEL SUR PUEBLO
OrganizationEL PASO, TX
$2,500
Jun 30, 2023
2
SCOTT M. BROWN P.C.
OrganizationANGLETON, TX
$2,500
Aug 13, 2024
3
SCOTT M. BROWN P.C.
OrganizationANGLETON, TX
$2,500
Aug 14, 2024
4
ALABAMA-COUSHATTA TRIBE
OrganizationLIVINGSTON, TX
$1,000
Sep 30, 2024
5
ALLEN BOONE HUMPHRIES ROBINSON LLP
OrganizationHOUSTON, TX
$1,000
Jul 25, 2023
6
CLARK, LISA M.
IndividualHOUSTON, TX
$10,000
Feb 23, 2024
7
SULLIVAN, JOHN R. MR.
SULLIVAN COMPANIESOWNER
IndividualGALVESTON, TX
$6,600
Oct 31, 2023
8
TEICHMAN, KEVIN MR.
TEICHMAN GROUP LLCCEO
IndividualFRIENDSWOOD, TX
$6,600
Dec 12, 2023
9
MCCORVEY, MITZY
MCCORVEY INDUSTRIAL FABRICATIONOWNER
IndividualHOUSTON, TX
$6,600
Feb 9, 2023
10
MCCORVEY, TONY
MCCORVEY INDUSTRIAL FABRICATIONOWNER
IndividualHOUSTON, TX
$6,600
Feb 9, 2023

Rep. Pfluger, August [R-TX-11]

ID: P000048

Top Contributors

10

1
SYCUAN BAND OF THE KUMEYAAY NATION
OrganizationEL CAJON, CA
$3,300
Apr 18, 2024
2
SYCUAN BAND OF THE KUMEYAAY NATION
OrganizationEL CAJON, CA
$3,300
Jun 30, 2023
3
ALABAMA-COUSHATTA TRIBE
OrganizationLIVINGSTON, TX
$1,000
Sep 27, 2024
4
DIMEMMO, COLETTE
RETIREDRETIRED
IndividualFORT MYERS, FL
$6,600
Oct 24, 2024
5
PUDWILL, JAMES
IndividualNIPOMO, CA
$6,600
Sep 16, 2024
6
GELBMAN, JOEL
IndividualNAPLES, FL
$6,600
Sep 16, 2024
7
GELBMAN, JOEL
RETIREDRETIRED
IndividualNAPLES, FL
$6,600
Aug 26, 2024
8
PUDWILL, JAMES
RETIREDRETIRED
IndividualNIPOMO, CA
$6,600
Aug 3, 2024
9
WILSON, CELIA R
OIL AND GASSELF-EMPLOYED
IndividualMIDLAND, TX
$5,800
Mar 31, 2024
10
WILSON, CELIA R
SELFOIL AND GAS
IndividualMIDLAND, TX
$5,800
Apr 9, 2024

Rep. Mills, Cory [R-FL-7]

ID: M001216

Top Contributors

10

1
RASMUSSEN, DALE
SELF EMPLOYEDREAL ESTATE
IndividualBLACK DIAMOND, WA
$3,435
Oct 14, 2024
2
RASMUSSEN, DALE
SELF EMPLOYEDREAL ESTATE
IndividualBLACK DIAMOND, WA
$3,435
Oct 14, 2024
3
BRANDT, HARRY
RETIREDRETIRED
IndividualNEW SMYRNA BEACH, FL
$3,300
Nov 16, 2023
4
WEINBERGER, MEG
HOMEMAKERHOMEMAKER
IndividualWEST PALM BEACH, FL
$3,300
Nov 20, 2023
5
MANGI, ROBERT
NEC SPECIALTYINSURANCE
IndividualGARDEN CITY, NY
$3,300
Oct 23, 2023
6
MILLER, JEFFREY
MILLER STRATEGIES, LLCCEO
IndividualMIAMI BEACH, FL
$3,300
Dec 15, 2023
7
MILLER, JEFFREY
MILLER STRATEGIES, LLCCEO
IndividualMIAMI BEACH, FL
$3,300
Mar 11, 2024
8
MCMAHON, JOHN
RETIREDRETIRED
IndividualBETHESDA, MD
$3,300
Mar 20, 2024
9
BROWN, REGINALD
KIRKLAND ELLISATTORNEY
IndividualALEXANDRIA, VA
$3,300
Jan 26, 2024
10
ARMSTRONG, WAYMON
ECSCEO
IndividualORLANDO, FL
$3,300
Mar 11, 2024

Rep. Vindman, Eugene Simon [D-VA-7]

ID: V000138

Top Contributors

10

1
LUX FOR VIRGINIA
OrganizationLADYSMITH, VA
$500
Mar 29, 2024
2
LUX FOR VIRGINIA
OrganizationLADYSMITH, VA
$500
Mar 31, 2024
3
FORSTER-BURKE, DIANE
NOT EMPLOYEDNOT EMPLOYED
IndividualCOTTONWOOD HEIGHTS, UT
$4,000
Apr 20, 2024
4
FORSTER-BURKE, DIANE
IndividualCOTTONWOOD HEIGHTS, UT
$4,000
May 5, 2024
5
VON STEIN, THOMSON
IndividualROCKVILLE, MD
$3,500
Aug 7, 2024
6
HULL, MEGAN
SELFACTIVIST
IndividualWASHINGTON, DC
$3,300
Nov 2, 2024
7
KAISER, GEORGE
GBK CORPORATIONEXECUTIVE
IndividualTULSA, OK
$3,300
Oct 25, 2024
8
PARSONS, KATHLEEN
NOT EMPLOYEDNOT EMPLOYED
IndividualPOTOMAC, MD
$3,300
Oct 18, 2024
9
STAPLE, HARISE
SELFMD
IndividualLOS ALTOS, CA
$3,300
Oct 18, 2024
10
HOLMES, LAURA
SELFREAL ESTATE INVESTOR
IndividualBOCA RATON, FL
$3,300
Oct 22, 2024

Rep. Neguse, Joe [D-CO-2]

ID: N000191

Top Contributors

10

1
AK-CHIN INDIAN COMMUNITY
OrganizationMARICOPA, AZ
$3,300
Mar 31, 2023
2
AK-CHIN INDIAN COMMUNITY
OrganizationMARICOPA, AZ
$2,500
Oct 13, 2024
3
YUROK TRIBE
OrganizationKLAMATH, CA
$1,000
Feb 1, 2023
4
SAN MANUEL BAND OF MISSION INDIANS
OrganizationLOS ANGELES, CA
$1,000
Jun 9, 2024
5
EKLUND, PAUL
IndividualBOULDER, CO
$6,400
Oct 3, 2023
6
EKLUND, PAUL
P.N. EKLUND INTERESTS INC.REAL ESTATE
IndividualBOULDER, CO
$6,400
Sep 30, 2023
7
KLARMAN, SETH
THE BAUPOST GROUPCEO
IndividualBOSTON, MA
$3,300
Oct 18, 2024
8
GROSS, DAVID
UNIVERSITY OF COLORADOINSTRUCTOR
IndividualBOULDER, CO
$3,300
Oct 31, 2024
9
WEAVER, LINDSAY
SELFENGINEER
IndividualPAGOSA SPRINGS, CO
$3,300
Oct 22, 2024
10
BLOOM, BRADLEY
BERKSHIRE PARTNERS LLCINVESTMENTS
IndividualWELLESLEY, MA
$3,300
Oct 21, 2024

Rep. Thompson, Mike [D-CA-4]

ID: T000460

Top Contributors

10

1
ACTBLUE
COMSOMERVILLE, MA
$500
Oct 27, 2024
2
ACTBLUE
COMSOMERVILLE, MA
$30
Nov 3, 2024
3
SHINGLE SPRINGS BAND OF MIWOK INDIANS
OrganizationSHINGLE SPRINGS, CA
$3,300
Sep 30, 2023
4
YOCHA DEHE WINTUN NATION
OrganizationBROOKS, CA
$3,300
Dec 22, 2023
5
YOCHA DEHE WINTUN NATION
OrganizationBROOKS, CA
$3,300
Dec 22, 2023
6
EASTERN BANK OF CHEROKEE INDIANS
OrganizationCHEROKEE, NC
$3,300
Feb 7, 2024
7
HABEMATOLEL POMO OF UPPER LAKE
OrganizationUPPER LAKE, CA
$3,300
Jun 23, 2024
8
FEDERATED INDIANS OF GRATON RANCHERIA
OrganizationROHNERT PARK, CA
$3,300
May 23, 2023
9
FEDERATED INDIANS OF GRATON RANCHERIA
OrganizationROHNERT PARK, CA
$3,300
May 23, 2023
10
MOORETOWN RANCHERIA
OrganizationOROVILLE, CA
$3,300
Sep 28, 2024

Rep. Kiggans, Jennifer A. [R-VA-2]

ID: K000399

Top Contributors

10

1
AIPAC- EARMARKS
PACWASHINGTON, DC
$2,000
Oct 22, 2024
2
PEAKE FOR SENATE
COMLYNCHBURG, VA
$500
Jan 9, 2024
3
PEAKE FOR SENATE
COMLYNCHBURG, VA
$250
Jan 9, 2024
4
KEHOE, MICHAEL
KINSALE MGMT INCCEO
IndividualRICHMOND, VA
$13,200
Jun 8, 2023
5
MITCHUM, ELZA
C & M INDUSTRIESPRESIDENT
IndividualCHESAPEAKE, VA
$6,600
Oct 18, 2023
6
SILVERMAN, JEFFREY
RETIREDRETIRED
IndividualMIAMI BEACH, FL
$6,600
Oct 17, 2023
7
PERRY, J DOUGLAS
RETIREDRETIRED
IndividualNORFOLK, VA
$6,600
Nov 6, 2023
8
WEEKLEY, RICHARD
SELF EMPLOYEDREAL ESTATE DEVELOPER
IndividualHOUSTON, TX
$6,600
Nov 8, 2023
9
GILLIAM, MARVIN
RETIREDRETIRED
IndividualBRISTOL, VA
$6,600
Mar 30, 2024
10
BOHANNON, DAVID
LONDON BRIDGE TRADING INC.PRESIDENT
IndividualVIRGINIA BEACH, VA
$6,600
May 23, 2024

Rescom. Hernández, Pablo Jose [D-PR-At Large]

ID: H001103

Top Contributors

0

No contribution data available

Donor Network - Rep. Luttrell, Morgan [R-TX-8]

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

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Showing 66 nodes and 39 connections (64 secondary connections hidden)

Total contributions: $144,658

Top Donors - Rep. Luttrell, Morgan [R-TX-8]

Showing top 17 donors by contribution amount

2 Orgs15 Individuals

Project 2025 Policy Matches

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

Introduction

Moderate64.6%
Pages: 676-678

— 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 — 645 — Department of Veterans Affairs of veterans—a population that is more active, reaching middle age or retirement age, and migrating for lifestyle and career reasons. At the center of the VHA’s evolution during this generational transition is an ongoing tension, some of it politically contrived, between Direct Care for Veterans provided from inside the VHA system and Community Care for Veterans who are referred to private providers participating in the VHA’s two Community Care Networks (CCNs). In recent years, the budget for Community Care has grown as demand from veterans has risen sharply, sometimes outpacing the budgets for Community Care at individual VAMCs. The Trump Administration made Community Care part of its “Veteran- centric” approach to ensure that veterans would be able to participate more fully in their health care decisions and have options if or when the VHA was unable to meet their needs. The Biden Administration has watered down that effort, has sought various procedural ways to slow the rate of referrals to private doctors, and at some facilities is reportedly manipulating the Community Care access standards required by the VA MISSION Act of 2018. If the makeup of Congress is favorable in 2025, the next Administration should rapidly and explicitly codify VA MISSION Act access standards in legislation to prevent the VA from avoiding or watering down the requirements in the future. First and foremost, a veterans bill of rights is needed so that veterans and VA staff know exactly what benefits veterans are entitled to receive, with a clear process for the adjudication of disputes, and so that staff ensure that all veterans are informed of their eligibility for Community Care. Currently, veterans are not routinely and consistently told that they are eligible for Community Care unless they request information or are given a referral. l To strengthen Community Care, the next Administration should create new Secretarial directives to implement the VA MISSION Act properly. Sections for consideration and areas for reform include the following: 1. Sections 101 and 103 (Community Care eligibility for access standards and the best medical interest of the veteran). 2. Section 104 (Community Care access standards and standards for quality of care).

Introduction

Moderate64.4%
Pages: 682-684

— 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

Introduction

Moderate64.4%
Pages: 682-684

— 649 — Department of Veterans Affairs approaches and technology tools that currently exist in the private sector could be employed to improve existing VBA activities. This problem is most pronounced in the disability claims process, which needs more and better management attention focused on streamlining the procedures involved in processing claims and administering benefits. The VA must improve timeliness of claim adjudication and benefits delivery: Veterans want the VBA to provide timely responses to requests for benefits support, render empathetic customer service and understandable explanations of those benefits, and deliver those benefits without frustrating delays (weeks, not months). l Identify performance targets for benefits, report publicly on actual performance each quarter, and use these metrics to drive consistent improvement. l Develop a new pilot “Express 30” commitment for a veteran’s first fully developed disability compensation claim and organize the VBA to complete the first claim in 30 days. l Hire more private companies to perform disability medical examinations. Delays in completing the examinations could be eliminated with more external capacity. l Increase automation. Hiring additional staff to process claims is costly, is inflexible, and has yielded mixed results. Attempting to change laws and regulations simply to adjudicate claims would be a herculean effort given their complexity. The best way to provide benefits faster and more accurately is by using technology to perform most of the work. Technology currently exists in the private sector, but the VBA lacks the expertise to use it. This would be more of an organizational challenge than a technology hurdle. l Reduce improper payment and fraud. About $500 million is improperly paid out each year. Better tools, training, and management could reduce this substantially, but rule changes at the departmental level would be needed. Budget The VA’s Schedule for Rating Disabilities (VASRD) has assigned disability ratings to a growing number of health conditions over time; some are tenuously related or wholly unrelated to military service. The further growth in presumptive service-connected medical conditions pursued by Congress and Veteran Service Organizations, begun with Agent Orange and most recently for Burn Pits/Airborne — 650 — Mandate for Leadership: The Conservative Promise Toxins, has led to historic increases in mandatory VBA spending in recent years. The VA has a time-phased plan to reassess the VASRD and its ratings for com- pensation, but this internal process can be slow and laborious, requires Office of Management and Budget (OMB) approvals, and can become politically charged both in Congress and with VSOs. l The next Administration should explore how VASRD reviews could be accelerated with clearance from OMB to target significant cost savings from revising disability rating awards for future claimants while preserving them fully or partially for existing claimants. l The VBA’s Information Technology top-line budget should be reexamined and reassessed in light of the need for expanded automation across the enterprise. l Traditionally, VHA captures the large majority of VA IT funding. The VBA needs to make the case for a larger IT budget with clear requirements to support that request. Personnel l Pursue reforms of the Human Capital Management process and operations within the VBA to build a more blended workforce with more contractors to process claims. This would free federal employees to perform other duties and be involved solely with the final decision to award benefits. l Improve the VBA acquisition workforce. The VBA needs more world-class contractor support. Currently, few of the top companies have contracts with the VBA, and the VBA needs to conduct more outreach to the private sector through senior leader engagement and industry conferences. l To identify more effective and efficient ways to complete claims, establish a knowledge exchange program with top-tier private-sector companies that do similar work. The VBA is fundamentally a financial services organization. A significant amount of its work has a private-sector analogue that could be leveraged to improve service to veterans. l For most of its existence, the VBA has been a risk-averse, insular, paper-based organization, implementing technology only over the past decade. This insularity has led to a predominantly “build it ourselves” approach, partly because VBA staff has limited experience or insight into current private- sector tools and methods and partly because the VBA struggles to compete

Showing 3 of 5 policy matches

About These Correlations

Policy matches are calculated using semantic similarity between bill summaries and Project 2025 policy text. A score of 60% or higher indicates meaningful thematic overlap. This does not imply direct causation or intent, but highlights areas where legislation aligns with Project 2025 policy objectives.

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