Veteran Caregiver Reeducation, Reemployment, and Retirement Act

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Bill ID: 119/hr/2148
Last Updated: March 24, 2026

Sponsored by

Rep. Morelle, Joseph D. [D-NY-25]

ID: M001206

Follow the money

The bill

Veteran Caregiver Reeducation, Reemployment, and Retirement Act

HR. 2148, 119th Congress — read as touching Hospitals & Health Systems.

The sponsor

Rep. Morelle, Joseph D. [D-NY-25]

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

The money

$67,500 raised

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

The alignment

72% 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

Ordered to be Reported in the Nature of a Substitute (Amended) by Voice Vote.

February 11, 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 Veteran Caregiver Reeducation, Reemployment, and Retirement Act (HR 2148) claims to expand medical, employment, and other benefits for family caregivers of certain veterans. How noble. The real purpose? To create a feel-good narrative while throwing breadcrumbs at the problem.

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

1. Extension of medical care coverage for primary caregivers during a 180-day period after removal from the program. 2. Employment assistance, including reimbursement for certifications and training modules. 3. Expansion of available services, such as retirement planning and bereavement counseling. 4. Studies on returnship programs and incorporating former caregivers into the Department of Veterans Affairs workforce.

**Affected Parties & Stakeholders:**

* Family caregivers of veterans * The Department of Veterans Affairs * The Department of Labor * The Department of Defense

**Potential Impact & Implications:** This bill is a Band-Aid on a bullet wound. It attempts to address the symptoms rather than the root causes of caregiver burnout and inadequate support. By providing limited benefits and studies, Congress can claim they're doing something without actually solving the problem.

The real disease here is bureaucratic inefficiency and lack of resources. This bill doesn't address the systemic issues plaguing the VA or provide meaningful support for caregivers. It's a PR stunt designed to appease voters while maintaining the status quo.

In medical terms, this bill is akin to prescribing a placebo to a patient with a chronic condition. It might make them feel better temporarily, but it won't cure the underlying disease. The politicians behind this bill are either incompetent or deliberately misleading the public. Either way, they're not worth our trust.

Diagnosis: Legislative Theater-itis – a chronic condition characterized by empty promises, half-measures, and a complete disregard for the well-being of those affected. Treatment? A healthy dose of skepticism and a strong stomach to handle the inevitable disappointment.

Related Topics

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

💰 Campaign Finance Network

Rep. Morelle, Joseph D. [D-NY-25]

Congress 119 • 2024 Election Cycle

Total Contributions
$67,500
21 donors
PACs
$0
Organizations
$1,500
Committees
$0
Individuals
$66,000

No PAC contributions found

1
CHEROKEE NATION
1 transaction
$1,000
2
GILA RIVER INDIAN COMMUNITY
1 transaction
$500

No committee contributions found

1
SHAMAH, ALAN
2 transactions
$6,600
2
NORTY, LEWIS
1 transaction
$3,300
3
SECUNDA, AMY
1 transaction
$3,300
4
SECUNDA, CYNTHIA
1 transaction
$3,300
5
SECUNDA, MICHELLE
1 transaction
$3,300
6
SECUNDA, THOMAS
1 transaction
$3,300
7
OSTROFF, DIANA
1 transaction
$3,300
8
OSTROFF, RICHARD
1 transaction
$3,300
9
PERLMAN, LEE
1 transaction
$3,300
10
RASKE, JANET
1 transaction
$3,300
11
SANDS, ROB
1 transaction
$3,300
12
SMITH, MICHAEL
1 transaction
$3,300
13
COOPER, MILTON
1 transaction
$3,300
14
COOPER, TODD
1 transaction
$3,300
15
FEINSTEIN, LEONARD
1 transaction
$3,300
16
KHUZAMI, ROB
1 transaction
$3,300
17
STERLING, DAVID
1 transaction
$3,300
18
STERLING, MONA
1 transaction
$3,300
19
SHAMAH, JOSEPH
1 transaction
$3,300

Cosponsors & Their Campaign Finance

This bill has 8 cosponsors. Below are their top campaign contributors.

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. Pappas, Chris [D-NH-1]

ID: P000614

Top Contributors

10

1
OTOE MISSOURIA TRIBE OF OKLAHOMA
OrganizationRED ROCK, OK
$3,300
Nov 4, 2024
2
THE CHICKSAW NATION
OrganizationADA, OK
$2,300
Oct 7, 2024
3
SHAKOPEE MDEWAKANTON SIOUX COMMUNITY
OrganizationPRIOR LAKE, MN
$1,650
Jun 5, 2023
4
BARONA BAND OF MISSION INDIANS
OrganizationLAKESIDE, CA
$1,500
May 19, 2023
5
THE CHICKSAW NATION
OrganizationADA, OK
$1,000
Jun 14, 2024
6
DUDA, JENNIFER
NOT EMPLOYEDNOT EMPLOYED
IndividualMENLO PARK, CA
$3,300
Oct 23, 2024
7
JURVETSON, KARLA
SELF EMPLOYEDPHYSICIAN
IndividualLOS ALTOS, CA
$3,300
Oct 17, 2024
8
SCHUSTER, MARK
WINGATE COMPANIESCHAIRMAN
IndividualNEWTON CENTRE, MA
$3,300
Oct 22, 2024
9
STOVER, MATTHEW
NOT EMPLOYEDNOT EMPLOYED
IndividualCHESTER, NH
$3,300
Oct 26, 2024
10
WALSH, MARK
AMALGAMATED BANKBANKER
IndividualBOSTON, MA
$3,300
Oct 23, 2024

Rep. Cherfilus-McCormick, Sheila [D-FL-20]

ID: C001127

Top Contributors

10

1
AMERICAN ISRAEL PUBLIC AFFAIRS COMMITTEE POLITICAL ACTION COMMITTEE
PACWASHINGTON, DC
$500
Nov 4, 2024
2
SEMINOLE TRIBE OF FLORIDA
OrganizationHOLLYWOOD, FL
$3,300
Aug 20, 2024
3
SEMINOLE TRIBE OF FLORIDA
OrganizationHOLLYWOOD, FL
$3,300
Sep 8, 2023
4
FIGGERS, FREDDIE
FIGGERSINVENTOR
IndividualFORT LAUDERDALE, FL
$6,600
Jun 8, 2023
5
FIGGERS, FREDDIE
IndividualFORT LAUDERDALE, FL
$6,600
Sep 25, 2023
6
MOISE, RUDOLPH
IndividualDAVIE, FL
$3,300
Oct 7, 2024
7
GEORGE, DAVID J.
REFUEL DEPOT LLCSALES
IndividualLEADWOOD, KS
$3,300
Sep 27, 2024
8
GOLDEN, SYLVIA
NONERETIRED
IndividualWEST PALM BEACH, FL
$3,300
Aug 18, 2024
9
GORI, PHILIP
SELFINVESTOR
IndividualBOCA RATON, FL
$3,300
Sep 16, 2024
10
MUELLER, KYLE
ZUTEKDIRECTOR OF TECHNICAL SUPPORT SERVICES
IndividualOLATHE, KS
$3,300
Sep 27, 2024

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. Carson, André [D-IN-7]

ID: C001072

Top Contributors

10

1
BARONA BAND OF MISSION INDIANS
OrganizationLAKESIDE, CA
$1,500
May 22, 2023
2
INDIANA IMPORT LLC
OrganizationFISHERS, IN
$1,000
Nov 11, 2023
3
MNAYMEH, HALA
RETIREDRETIRED
IndividualCORAL GABLES, FL
$3,300
Oct 21, 2024
4
DE LA CRUZ, FABIO
WESTON PROPERTY MANAGEMENTPARTNER
IndividualINDIANAPOLIS, IN
$3,300
Nov 5, 2024
5
KHAN, AZHER M
CALDERON TEXTILESPRESIDENT
IndividualCARMEL, IN
$3,300
Dec 8, 2023
6
HOGAN, ALAN P.
THE HOGAN GROUP, INC.CONSULTANT
IndividualINDIANAPOLIS, IN
$3,300
Feb 22, 2023
7
JOHNSON, LACY M.
ICE MILLERATTORNEY
IndividualINDIANAPOLIS, IN
$3,300
Mar 16, 2023
8
STACK, ANN M.
RETIREDRETIRED
IndividualINDIANAPOLIS, IN
$3,300
Feb 22, 2023
9
ABDALLA, MIKE A.
MAGNA PROPERTIESPRESIDENT
IndividualINDIANAPOLIS, IN
$3,300
Mar 11, 2024
10
MAMOUN, IHSAN
SDI RADIOLOGYPHYSICIAN
IndividualSEFFNER, FL
$3,300
Jan 23, 2024

Rep. Malliotakis, Nicole [R-NY-11]

ID: M000317

Top Contributors

10

1
M&T BANK
OrganizationMOUNT KISCO, NY
$118
Sep 21, 2024
2
M&T BANK
OrganizationMOUNT KISCO, NY
$101
Sep 21, 2024
3
SIDIROPOULOS, JIM MR.
DELPHI PHCONTRACTOR
IndividualSTATEN ISLAND, NY
$5,600
Jul 23, 2024
4
BERGER, RICHARD MR.
RETIREDRETIRED
IndividualHOBOKEN, NJ
$5,000
May 17, 2024
5
LOEB, JOHN L. MR. JR
RETIREDRETIRED
IndividualPURCHASE, NY
$5,000
Apr 22, 2024
6
BAUMRIND, MARTIN M. MR.
SELFLANDLORD
IndividualBROOKLYN, NY
$5,000
Sep 16, 2024
7
DUIT, JAMES A
CONTRIBUTION OF CONCEPTION LLCEXEC
IndividualEDMOND, OK
$3,300
Nov 5, 2024
8
DUIT, PAMELA A
CONTRIBUTION OF CONCEPTION LLCEXEC
IndividualEDMOND, OK
$3,300
Nov 5, 2024
9
LAUDER, RONALD S.
SELF EMPLOYEDBUSINESSMAN
IndividualNEW YORK, NY
$3,300
Oct 28, 2024
10
BANKE, BARBARA R. MS.
CHAIRMANJACKSON FAMILY WINES
IndividualGEYSERVILLE, CA
$3,300
Nov 17, 2023

Rep. Cohen, Steve [D-TN-9]

ID: C001068

Top Contributors

10

1
SEIU COPE (SERVICE EMPLOYEES INTERNATIONAL UNION COMMITTEE ON POLITICAL EDUCATION)
PACWASHINGTON, DC
$3,000
Nov 5, 2024
2
SEIU COPE (SERVICE EMPLOYEES INTERNATIONAL UNION COMMITTEE ON POLITICAL EDUCATION)
PACWASHINGTON, DC
$2,000
Nov 5, 2024
3
KEENEY, MIKE
LEWIS THOMASONLEWIS THOMASON
IndividualMEMPHIS, TN
$3,300
Feb 6, 2024
4
RITCHEY, JANICE C
IndividualMEMPHIS, TN
$3,300
Jun 30, 2024
5
RITCHEY, KENT
WOLFCHASE TOYOTAAUTOMOBILE DEALER
IndividualMEMPHIS, TN
$3,300
Jun 30, 2024
6
WALTON, CHRISTY
IndividualBENTONVILLE, AR
$3,300
Jun 30, 2024
7
KEENEY, MICHAEL
LEWIS THOMASONATTORNEY
IndividualMEMPHIS, TN
$3,300
May 25, 2023
8
SEGAL, GORDON
RETIREDRETIRED
IndividualMEMPHIS, TN
$3,300
Apr 10, 2023
9
SMITH, FREDERICK
FEDEXCEO
IndividualMEMPHIS, TN
$3,300
Jul 31, 2024
10
BEKTAS, MELIH
SELF EMPLOYEDENGINEER
IndividualNORTH PROVIDENCE, RI
$3,000
Oct 19, 2023

Rep. Horsford, Steven [D-NV-4]

ID: H001066

Top Contributors

10

1
TUNICA- BILOXI TRIBE OF LA
OrganizationMARKSVILLE, LA
$5,000
Jun 9, 2024
2
TUNICA- BILOXI TRIBE OF LA
OrganizationMARKSVILLE, LA
$4,600
Jun 10, 2024
3
OTOE MISSOURIA TRIBE OF OKLAHOMA
OrganizationRED ROCK, OK
$3,300
Nov 1, 2024
4
HABEMATOLEL POMO OF UPPER LAKE TRIBE OF CALIFORNIA
OrganizationUPPER LAKE, CA
$3,300
Dec 27, 2023
5
OTOE MISSOURIA TRIBE OF OKLAHOMA
OrganizationRED ROCK, OK
$3,300
Oct 31, 2023
6
OTOE MISSOURIA TRIBE OF OKLAHOMA
OrganizationRED ROCK, OK
$3,300
Dec 27, 2023
7
TURTLE MOUNTAIN BAND OF CHIPPEWA OF NORTH DAKOTA
OrganizationBELCOURT, ND
$3,300
Oct 31, 2023
8
SAN MANUEL BAND OF MISSION INDIANS
OrganizationLOS ANGELES, CA
$3,300
Jan 5, 2024
9
AGUA CALIENTE BAND OF CAHUILLA INDIANS
OrganizationPALM SPRINGS, CA
$3,300
Apr 21, 2023
10
GBS 2, LLC
OrganizationELGIN, IL
$3,300
May 23, 2023

Donor Network - Rep. Morelle, Joseph D. [D-NY-25]

PACs
Organizations
Individuals
Politicians

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

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Showing 68 nodes and 37 connections (58 secondary connections hidden)

Total contributions: $105,304

Top Donors - Rep. Morelle, Joseph D. [D-NY-25]

Showing top 21 donors by contribution amount

2 Orgs19 Individuals

Industry Impact

Which industries are materially affected by specific provisions in this bill. 4 helped.

  • Section 2(a) extends medical care coverage for caregivers designated as primary providers of personal care services for veterans, including during the 180-day period following removal of designation, which would increase utilization of medical services provided by hospitals and health systems.

  • Section 2(a) extends medical care coverage for caregivers designated as primary providers of personal care services for veterans, including during the 180-day period following removal of designation, which would increase utilization of long-term care services for veterans requiring personal care.

  • Section 3(a)(1)(A) provides reimbursement of fees associated with certifications or relicensure necessary for employment, up to $1,000 lifetime maximum, which would benefit for-profit education providers offering such certifications or relicensure programs.

  • +Labor Unionsconfidence 0.75

    Section 3 expands employment assistance and workforce transition services for caregivers, which could increase demand for union-represented jobs in healthcare, social services, and related sectors where caregivers may seek employment after caregiving ends.

Project 2025 Policy Matches

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

Introduction

High72.2%
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

High72.2%
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

Moderate64.1%
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).

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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