CHIP IN for Veterans Act of 2025

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Bill ID: 119/hr/217
Last Updated: July 12, 2026

Sponsored by

Rep. Bacon, Don [R-NE-2]

ID: B001298

Follow the money

The bill

CHIP IN for Veterans Act of 2025

HR. 217, 119th Congress — read as touching Construction & Engineering.

The sponsor

Rep. Bacon, Don [R-NE-2]

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

The money

$99,309 raised

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

The alignment

85% match to Project 2025

This bill's text tracks the "Department of Veterans Affairs" section, p. 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

Received in the Senate and Read twice and referred to the Committee on Veterans' Affairs.

May 19, 2025

Introduced

Committee Review

Floor Action

Passed House

Senate Review

📍 Current Status

Next: Both chambers must agree on the same version of the bill.

🎉

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 and expose the underlying disease.

**Main Purpose & Objectives:** The CHIP IN for Veterans Act (HR 217) claims to "amend title 38, United States Code, to make permanent the pilot program authorized by the Communities Helping Invest through Property and Improvements Needed for Veterans Act of 2016." In plain English, this bill aims to extend a program that allows private donations of facilities and improvements to the Department of Veterans Affairs (VA). How noble. Or is it?

**Key Provisions & Changes to Existing Law:** The bill expands the pilot program by allowing minor construction or nonrecurring maintenance projects to be donated, in addition to property and improvements. It also makes some conforming amendments to ensure that the VA can accept these donations without too much bureaucratic red tape. Wow, what a bold move.

**Affected Parties & Stakeholders:** The obvious beneficiaries are veterans who might receive better facilities or services thanks to private donations. However, let's not be naive. The real stakeholders here are the politicians and lobbyists who will use this bill as a photo opportunity to pretend they care about veterans. Meanwhile, the VA bureaucracy will likely find ways to slow down or block these donations, ensuring that the status quo remains intact.

**Potential Impact & Implications:** This bill is a classic case of "policy placebo." It looks good on paper but does little to address the systemic issues plaguing the VA. By allowing private donations, Congress can claim they're doing something for veterans without actually allocating meaningful resources or reforming the broken system. This legislation is a Band-Aid on a bullet wound.

Diagnosis: Legislative lip service with a dash of bureaucratic inertia. The real disease here is the lack of genuine commitment to improving veterans' services. Instead, we get a feel-good bill that allows politicians to grandstand while doing nothing to address the underlying problems.

Prognosis: This bill will likely pass, but its impact will be negligible. Veterans will continue to suffer from inadequate care and services, while politicians will bask in the glory of their "accomplishment." The VA bureaucracy will find ways to maintain the status quo, and private donors will be left wondering why their generosity didn't lead to meaningful change.

Treatment: A healthy dose of skepticism and a strong stomach for the hypocrisy that is Washington politics.

Related Topics

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

💰 Campaign Finance Network

Rep. Bacon, Don [R-NE-2]

Congress 119 • 2024 Election Cycle

Total Contributions
$99,309
25 donors
PACs
$0
Organizations
$19,500
Committees
$0
Individuals
$79,809

No PAC contributions found

1
ONEIDA NATION
2 transactions
$6,600
2
MORONGO BAND OF MISSION INDIANS
2 transactions
$6,600
3
SAN MANUEL BAND OF MISSION INDIANS
1 transaction
$3,300
4
SANTA YNEZ BAND OF MISSION INDIANS
1 transaction
$2,000
5
REPUBLICAN MAIN STREET PARTNERSHIP
1 transaction
$1,000

No committee contributions found

1
CARSON, RUSSELL S.
1 transaction
$6,600
2
FRANK, JIM
1 transaction
$6,600
3
DANIELS, BRANDON
1 transaction
$6,600
4
SILVERMAN, JEFFREY
1 transaction
$6,534
5
LAMBERT, RYAN
1 transaction
$3,435
6
ABBOUD, ANDREW
1 transaction
$3,435
7
PETERSON, JUSTIN M
1 transaction
$3,435
8
SCAMMELL, TOBY
1 transaction
$3,435
9
BURNS, EMILY
1 transaction
$3,435
10
JOHNSON, JAMES
1 transaction
$3,300
11
PATE, LUTHER S. IV
1 transaction
$3,300
12
NESS, LARRY
1 transaction
$3,300
13
HILL, ALBERT M.
1 transaction
$3,300
14
DUIT, JAMES
1 transaction
$3,300
15
OBERNDORF, SUSAN
1 transaction
$3,300
16
DUIT, PAMELA
1 transaction
$3,300
17
HAWKINS, KAYLA
1 transaction
$3,300
18
AHLGREN, NANCY I.
1 transaction
$3,300
19
SHECHTEL, ANDREW
1 transaction
$3,300
20
GROSSMAN, JAY
1 transaction
$3,300

Cosponsors & Their Campaign Finance

This bill has 6 cosponsors. Below are their top campaign contributors.

Rep. Gottheimer, Josh [D-NJ-5]

ID: G000583

Top Contributors

10

1
AMERICAN EXPRESS
OrganizationNEWARK, NJ
$22,941
Apr 12, 2024
2
AMERICAN EXPRESS
OrganizationNEWARK, NJ
$10,621
May 10, 2024
3
PAYROLL DATA PROCESSING
OrganizationTAMPA, FL
$6,337
May 15, 2024
4
PAYROLL DATA PROCESSING
OrganizationTAMPA, FL
$6,337
Apr 15, 2024
5
PAYROLL DATA PROCESSING
OrganizationTAMPA, FL
$6,337
Apr 30, 2024
6
PAYROLL DATA PROCESSING
OrganizationTAMPA, FL
$5,751
Apr 1, 2024
7
EASTERN BAND OF CHEROKEE INDIANS
OrganizationCHEROKEE, NC
$3,300
Oct 22, 2024
8
SEKAS LAW GROUP LLC
OrganizationENGLEWOOD CLIFFS, NJ
$1,500
Apr 12, 2024
9
SANDOR F. GENET & ASSOCIATES, P.A.
OrganizationNORTH MIAMI BEACH, FL
$250
Apr 12, 2024
10
FIRESTONE MILKEN, SARAH
NOT EMPLOYED • NOT EMPLOYED
IndividualPACIFIC PALISADES, CA
$13,200
Jul 2, 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 INC • CEO
IndividualFREDERICKSBURG, VA
$6,600
Nov 29, 2023
8
CASEY, ARTHUR S.
CASEY AUTO GROUP • PRESIDENT
IndividualNEWPORT NEWS, VA
$6,600
Mar 29, 2023
9
PAYNE, DANIEL E.
PAYNE INC • CEO
IndividualFREDERICKSBURG, VA
$6,600
Nov 29, 2023
10
KANTNER, CHRIS
UKROP'S FOOD GROUP • PRESIDENT
IndividualRICHMOND, VA
$6,600
Jan 12, 2024

Rep. Valadao, David G. [R-CA-22]

ID: V000129

Top Contributors

10

1
CHEROKEE NATION
OrganizationTAHLEQUAH, OK
$3,300
Oct 23, 2024
2
EASTERN BAND OF CHEROKEE INDIANS
OrganizationCHEROKEE, NC
$3,300
Nov 5, 2024
3
SANTA YNEZ BAND OF MISSION INDIANS
OrganizationSANTA YNEZ, CA
$3,300
Dec 20, 2023
4
AK-CHIN INDIAN COMMUNITY
OrganizationMARICOPA, AZ
$3,300
Mar 31, 2023
5
MORONGO BAND OF MISSION INDIANS
OrganizationBANNING, CA
$3,300
Feb 28, 2024
6
SANTA YNEZ BAND OF MISSION INDIANS
OrganizationSANTA YNEZ, CA
$3,300
Feb 28, 2024
7
MORONGO BAND OF MISSION INDIANS
OrganizationBANNING, CA
$3,300
May 25, 2023
8
THE CHICKASAW NATION
OrganizationADA, OK
$3,300
Jun 29, 2024
9
MOORETOWN RANCHERIA
OrganizationOROVILLE, CA
$3,300
Sep 26, 2024
10
PECHANGA BAND OF LUISENO INDIANS
OrganizationTEMECULA, CA
$3,300
Aug 16, 2024

Rep. Lee, Susie [D-NV-3]

ID: L000590

Top Contributors

10

1
EMILY'S LIST
CONDUIT TOTAL LISTED IN AGG. FIELD
PACWASHINGTON, DC
$250
Feb 13, 2024
2
FEDERATED INDIANS OF GRATON RANCHERIA
OrganizationROHNERT PARK, CA
$3,300
Jun 27, 2023
3
FEDERATED INDIANS OF GRATON RANCHERIA
OrganizationROHNERT PARK, CA
$3,300
Jun 27, 2023
4
TIGUA INDIAN RESERVATION YSLETA DEL SUR PUEBLO
OrganizationEL PASO, TX
$3,000
Dec 31, 2023
5
SHAKOPEE MDEWAKANTON SIOUX COMMUNITY
OrganizationPRIOR LAKE, MN
$1,650
Jun 5, 2023
6
SHAKOPEE MDEWAKANTON SIOUX COMMUNITY
OrganizationPRIOR LAKE, MN
$1,650
May 9, 2024
7
BARONA BAND OF MISSION INDIANS
OrganizationLAS VEGAS, NV
$1,500
Jun 30, 2024
8
CHEROKEE NATION
OrganizationTAHLEQUAH, OK
$1,000
Dec 28, 2023
9
RENO SPARKS INDIAN COLONY
OrganizationRENO, NV
$1,000
Jun 21, 2024
10
BRONZE CAFE
OrganizationLAS VEGAS, NV
$550
Mar 30, 2023

Rep. Thanedar, Shri [D-MI-13]

ID: T000488

Top Contributors

10

1
LEVY, EDWARD C.
EDW C LEVY CO • CHAIRMAN
IndividualBIRMINGHAM, MI
$6,600
Jun 30, 2024
2
LEVY, EDWARD C.
EDW C LEVY CO • CHAIRMAN
IndividualBIRMINGHAM, MI
$6,600
Jul 1, 2024
3
LEVY, EDWARD C.
EDW C LEVY CO • CHAIRMAN
IndividualBIRMINGHAM, MI
$6,600
Jun 30, 2024
4
SARVER, ROBERT
NOT EMPLOYED • NOT EMPLOYED
IndividualPARADISE VALLEY, AZ
$6,600
Aug 5, 2024
5
PATEL, DILIP
JAMSAN HOTEL MANAGEMENT • MANAGER
IndividualLEXINGTON, MA
$3,300
Oct 27, 2024
6
SILVERSTON, CHARLES
GIBSON SIR • REAL ESTATE
IndividualCHESTNUT HILL, MA
$3,300
Oct 27, 2024
7
SINGH, GURPREET
SELF EMPLOYED • SELF EMPLOYED
IndividualHUNTS POINT, WA
$3,300
Oct 27, 2024
8
AGARWAL, AVADHESH K
N/A • RETIRED
IndividualROLLING HILLS, CA
$3,300
Aug 10, 2023
9
JADEJA, ASHA
NOT EMPLOYED • NOT EMPLOYED
IndividualPALO ALTO, CA
$3,300
Jul 13, 2023
10
RATHI, VASANT
SPECIALTY ENZYMES • OWNER
IndividualYORBA LINDA, CA
$3,300
Aug 10, 2023

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 EMPLOYED • NOT 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
SELF • ACTIVIST
IndividualWASHINGTON, DC
$3,300
Nov 2, 2024
7
KAISER, GEORGE
GBK CORPORATION • EXECUTIVE
IndividualTULSA, OK
$3,300
Oct 25, 2024
8
PARSONS, KATHLEEN
NOT EMPLOYED • NOT EMPLOYED
IndividualPOTOMAC, MD
$3,300
Oct 18, 2024
9
STAPLE, HARISE
SELF • MD
IndividualLOS ALTOS, CA
$3,300
Oct 18, 2024
10
HOLMES, LAURA
SELF • REAL ESTATE INVESTOR
IndividualBOCA RATON, FL
$3,300
Oct 22, 2024

Donor Network - Rep. Bacon, Don [R-NE-2]

PACs
Organizations
Individuals
Politicians

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

Loading...

Showing 79 nodes and 42 connections (67 secondary connections hidden)

Total contributions: $185,658

Top Donors - Rep. Bacon, Don [R-NE-2]

Showing top 25 donors by contribution amount

5 Orgs20 Individuals

Industry Impact

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

  • Section 2(a)(1) expands the pilot program to include minor construction or nonrecurring maintenance projects, which could benefit construction and engineering firms.

  • +Real Estateconfidence 0.60

    Section 2(a)(1) mentions donations of property, which could imply increased activity in the real estate sector, potentially benefiting developers and property managers.

Who funds the sponsor on these industries

For each industry this bill affects, here's what the sponsor (Rep. Bacon, Don [R-NE-2])received from donors associated with that industry during the 2022–present cycles. Donations are not proof of intent — they are a record of who funds the people writing the law.

Industries this bill HELPS

  • from 11 contributions
    • STINSON, KENNETH E$6,600
    • CASSELS, SCOTT$6,600
    • GREWCOCK, BRUCE E$3,300
    • SAYE, STEVEN R.$650
    • JANSSEN, THOMAS$500
  • from 1 contribution
    • WRIGHT, REBECCA R.$500

Project 2025 Policy Matches

This bill shows semantic similarity to the following sections of the Project 2025 policy document.AI-enhanced analysis provides detailed alignment ratings.

Department of Veterans Affairs

Strong
Vector: 67%
Pages: 679-681AI Enhanced

AI Analysis:

"The bill enables the VA to accept donated facilities and improvements, directly supporting Project 2025's goal to pilot facility-sharing partnerships and expand the VA footprint through community-based resources, thereby improving efficiency and access."

Key themes:facility-sharing partnershipscommunity-based outpatient clinics expansionleveraging non-federal resourcescost reduction/efficiencyinfrastructure improvement

— 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

Moderate
Vector: 68%
Pages: 676-678AI Enhanced

AI Analysis:

"The bill supports VA infrastructure improvements through private donations, which aligns with Project 2025's emphasis on modernizing VA facilities and improving efficiency in veteran care delivery, though it does not directly address the specific clinical or demographic reforms outlined in the policy."

Key themes:VA infrastructure modernizationcommunity partnershipsveteran access to careefficiency in VA operationsnon-federal support for veterans

— 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

Department of Veterans Affairs

Moderate
Vector: 68%
Pages: 679-681AI Enhanced

AI Analysis:

"The bill aligns with Project 2025's focus on improving VA infrastructure and community engagement by expanding donation acceptance for facility improvements, which supports efforts to address aging infrastructure and leverage external partnerships. However, it does not directly implement specific Project 2025 proposals such as facility-sharing pilots, CBOC expansion, or infrastructure audits."

Key themes:VA infrastructure improvementcommunity partnershipsfacility donationsresource efficiencyveteran support services

— 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.

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.

Full Policy Text

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