Student Veteran Work Study Modernization Act

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Bill ID: 119/hr/5965

Last Updated: November 10, 2025

Student Veteran Work Study Modernization Act

HR. 5965, 119th Congress — read as touching For-Profit Education & Student Loans.

The sponsor

Rep. McClellan, Jennifer L. [D-VA-4]

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

The money

$78,100 raised

26 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. 688-691 of the Mandate for Leadership.

Bill's Journey to Becoming a Law

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Committee Review

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Floor Action

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Passed Senate

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House Review

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Passed Congress

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Presidential Action

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Became Law

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1. Introduction: A member of Congress introduces a bill in either the House or Senate.

2. Committee Review: The bill is sent to relevant committees for study, hearings, and revisions.

3. Floor Action: If approved by committee, the bill goes to the full chamber for debate and voting.

4. Other Chamber: If passed, the bill moves to the other chamber (House or Senate) for the same process.

5. Conference: If both chambers pass different versions, a conference committee reconciles the differences.

6. Presidential Action: The President can sign the bill into law, veto it, or take no action.

7. Became Law: If signed (or if Congress overrides a veto), the bill becomes law!

Bill Summary

Summary Style:

**Analysis of HR 5965: Student Veteran Work Study Modernization Act**

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

**Main Purpose & Objectives** The Student Veteran Work Study Modernization Act aims to expand eligibility for a work-study allowance paid by the Secretary of Veterans Affairs to individuals pursuing programs of rehabilitation, education, or training on at least a half-time basis. This pilot program seeks to support veterans in their educational pursuits and potentially increase their employability.

**Key Provisions & Changes to Existing Law** The bill establishes a five-year pilot program that:

1. Expands eligibility for the work-study allowance to individuals pursuing programs at a rate equal to at least half of that required of a full-time student. 2. Ensures the provisions of section 3485 of title 38, United States Code, apply with respect to these individuals in the same manner as to those specified in subsection (b) of such section 3485, except for the requirement of at least three-quarter-time student status.

**Affected Parties & Stakeholders** The primary stakeholders are:

1. Veterans pursuing education or training programs. 2. The Department of Veterans Affairs, responsible for administering the pilot program. 3. Educational institutions and training providers that may see an increase in enrollment from eligible veterans.

**Potential Impact & Implications**

From a business perspective, this bill has limited direct implications for my empire. However, I'll highlight some potential consequences:

1. **Increased competition**: By supporting veterans' education and employability, the pilot program might lead to increased competition in the job market, potentially affecting my companies' talent acquisition strategies. 2. **Government spending**: The bill's budgetary effects will be determined by reference to the latest statement titled "Budgetary Effects of PAYGO Legislation." As a proponent of limited government intervention, I'm skeptical about the potential for inefficient allocation of resources. 3. **Regulatory environment**: This bill might set a precedent for future legislation aimed at supporting specific demographics or industries. As a champion of deregulation and innovation, I'll closely monitor any developments that could impact my business operations.

In conclusion, HR 5965 is a relatively minor bill with limited direct implications for my empire. However, as a thought leader, I must consider the potential ripple effects on the broader landscape of education, employment, and government spending. By analyzing this bill through the lens of its potential impact on innovation and competition, I can better navigate the complex web of legislation and regulation that shapes our economy.

**Recommendation**: As a self-serving billionaire, I would advise my think tanks to monitor this bill's progress and assess its potential implications for my business interests. Meanwhile, I'll focus on more pressing matters, such as shaping the narrative around emerging technologies and advocating for policies that promote deregulation and innovation.

💰 Campaign Finance Network

Rep. McClellan, Jennifer L. [D-VA-4]

Congress 119 • 2024 Election Cycle

Total Contributions

$78,100

19 donors

PACs

Organizations

$5,500

Committees

Individuals

$72,600

No PAC contributions found

BARONA BAND OF MISSION INDIANS

2 transactions

$3,000

CHEROKEE NATION

2 transactions

$2,000

STARLEY LLC

2 transactions

$500

No committee contributions found

RICE, NANCY

2 transactions

$13,200

ABRAMSON, RONALD D

2 transactions

$6,600

MORRILL, JEFF

2 transactions

$6,600

KRIKORIAN, JASON

2 transactions

$6,600

FRIED, BARBARA J.

1 transaction

$3,300

MORRILL, JULIE BARRON

1 transaction

$3,300

BIEBER, JOEL

1 transaction

$3,300

BECHET, JENNIFER

1 transaction

$3,300

WELBURN, CRAIG

1 transaction

$3,300

WELBURN, DIANE

1 transaction

$3,300

JURVETSON, KARLA

1 transaction

$3,300

KIRK, CLAY KENAN

1 transaction

$3,300

BENNETT, LEONARD A.

1 transaction

$3,300

WEINSTEIN, CAROLE M.

1 transaction

$3,300

VALENTINE, HILARY

1 transaction

$3,300

JAXKSON, BRIAN

1 transaction

$3,300

Donor Network - Rep. McClellan, Jennifer L. [D-VA-4]

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Total contributions: $78,100

Top Donors - Rep. McClellan, Jennifer L. [D-VA-4]

Showing top 19 donors by contribution amount

3 Orgs16 Individuals

Industry Impact

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

−For-Profit Education & Student Loansconfidence 0.80
Section 2 expands eligibility for work-study allowance to individuals pursuing programs of rehabilitation, education, or training at a rate equal to at least half of that required of a full-time student, potentially reducing demand for for-profit education services.
+Labor Unionsconfidence 0.60
Section 3 requires annual reports on veterans participating in work-study, including the number who obtain full-time work at the Department of Veterans Affairs, which could lead to increased unionization among these workers.

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: 62%

Pages: 688-691AI Enhanced

AI Analysis:

"The bill expands VA work-study eligibility to support veteran education, rehabilitation, and employment, directly aligning with Project 2025's VA-focused goals of improving veteran transition outcomes and enhancing VA benefits and services."

Key themes:veteran educationwork-study employmentVA benefits expansiontransition supportrehabilitation training

— 655 — Department of Veterans Affairs ENDNOTES 1. U.S. Department of Veterans Affairs, Veterans Health Division, VHA Directive 1003, “VHA Veteran Patient Experience,” April 14, 2020, pp. 1 and B-1. 2. S. 2372, VA Mission Act of 2018, Public Law No. 115-182, 115th Congress, June 6, 2018, https://www.congress. gov/115/plaws/publ182/PLAW-115publ182.pdf (accessed January 30, 2023). 3. U.S. Department of Veterans Affairs, VA History Office, “VA History,” last updated May 27, 2021, https://www. va.gov/HISTORY/VA_History/Overview.asp (accessed January 28, 2023). 4. 38 U.S. Code § 1116, https://www.law.cornell.edu/uscode/text/38/1116 (accessed January 28, 2023). 5. S. 3373, Sergeant First Class Heath Robinson Honoring Our Promise to Address Comprehensive Toxics Act of 2022 (Honoring Our PACT Act of 2022), Public Law No. 117-168, 117th Congress, August 10, 2022, https://www. congress.gov/117/plaws/publ168/PLAW-117publ168.pdf (accessed January 28, 2023). 6. H.R. 2471, Consolidated Appropriations Act, 2022, Public Law No. 117-103, 117th Congress, March 15, 2022, Division S, Title I, https://www.congress.gov/117/plaws/publ103/PLAW-117publ103.pdf (accessed March 18, 2023). Known variously as the Department of Veterans Affairs Nurse and Physician Assistant Retention and Income Security Enhancement Act and the VA Nurse and Physician Assistant RAISE Act. 7. See note 5, supra.

Department of Veterans Affairs

Moderate

Vector: 61%

Pages: 676-678AI Enhanced

AI Analysis:

"Both the bill and the Project 2025 section focus on improving VA-administered benefits for veterans; the bill expands work‑study support for education/rehabilitation, while Project 2025 discusses the GI Bill and the need to adapt VA benefits to shifting veteran demographics."

Key themes:veteran education benefitsVA program modernizationsupporting veteran transition to civilian life

— 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

Weak

Vector: 62%

Pages: 679-681AI Enhanced

AI Analysis:

"The bill focuses on expanding work-study opportunities for student veterans, while the Project 2025 VA policy emphasizes healthcare system reform, infrastructure, personnel management, and caregiver programs—there is minimal thematic overlap."

Key themes:veteran supportDepartment of Veterans Affairs

— 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.

Department of Veterans Affairs

Weak

Vector: 61%

Pages: 682-684AI Enhanced

AI Analysis:

"The bill expands work-study eligibility for student veterans pursuing education or training, whereas Project 2025's VA section focuses on streamlining disability claims, increasing automation, reducing fraud, and improving VBA performance. Both address veteran support but target different VA programs, resulting only tangential alignment."

Key themes:veterans benefitsVA program modernizationreporting/accountabilitytransition support

— 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

Department of Labor and Related Agencies

Weak

Vector: 61%

Pages: 627-629AI Enhanced

AI Analysis:

"The bill expands VA work-study for student veterans, which loosely connects to workforce training objectives but does not directly address the apprenticeship expansion, religious organization participation, hazard-order reforms, or skills-based hiring policies emphasized in Project 2025."

Key themes:workforce trainingveteran employment supportwork experienceprogram reporting

— 595 — Department of Labor and Related Agencies l Congress should expand apprenticeship programs outside of the RAP model, re-creating the IRAP system by statute and allowing approved entities such as trade associations and educational institutions to recognize and oversee apprenticeship programs. In addition, religious organizations should be encouraged to participate in apprenticeship programs. America has a long history of religious organizations working to advance the dignity of workers and provide them with greater opportunity, from the many prominent Christian and Jewish voices in the early labor movement to the “labor priests” who would appear on picket lines to support their flocks. Today, the role of religion in helping workers has diminished, but a country committed to strengthening civil society must ask more from religious organizations and make sure that their important role is not impeded by regulatory roadblocks or the bureaucratic status quo. l Encourage and enable religious organizations to participate in apprenticeship programs, etc. Both DOL and NLRB should facilitate religious organizations helping to strengthen working families via apprenticeship programs, worker organizations, vocational training, benefits networks, etc. Hazard-Order Regulations. Some young adults show an interest in inherently dangerous jobs. Current rules forbid many young people, even if their family is running the business, from working in such jobs. This results in worker shortages in dangerous fields and often discourages otherwise interested young workers from trying the more dangerous job. With parental consent and proper training, certain young adults should be allowed to learn and work in more dangerous occupations. This would give a green light to training programs and build skills in teenagers who may want to work in these fields. l DOL should amend its hazard-order regulations to permit teenage workers access to work in regulated jobs with proper training and parental consent. Workforce Training Grant Program. The federal government spends more than $100 billion per year subsidizing higher education but close to zero supporting people on non-college pathways. l Congress should create an employer grant worth up to $10,000 per year or pro-rated portion thereof for each worker engaged in — 596 — Mandate for Leadership: The Conservative Promise on-the-job training, defined as some share of paid time spent in a formal training program. To qualify, a program—whether run by the employer, an industry consortium, a community college, or a union—would need to define program length, curriculum, career path, and credential and to report regularly on outcomes for participants. Programs that fail to deliver promised results would be disqualified from continued funding. Funding for employer grants should come from existing higher education subsidies that are currently disadvantaging alternative education options. Federal “BA Box.” The American labor market continues to experience a glut of college degrees. The country produces more college graduates than suitable jobs for them to fill. Meanwhile, employers exacerbate the problem, fueling demand for college by needlessly requiring degrees for many jobs. In 2020, the Trump Administration took an important step toward pro-worker, skills-based hiring practices. Executive Order 13932, Modernizing and Reforming the Assessment and Hiring of Federal Job Candidates,13 directed the Office of Personnel Management to reduce degree-based practices in the federal civil service. Maryland’s Governor Larry Hogan issued an executive order in 2022 to adopt this rule for Maryland state employees, and Utah’s Governor Spencer Cox in December of 2022 announced that Utah would do the same. Today, federal civil service job descriptions must “be based on the specific skills and competencies required to perform those jobs,” and may prescribe a “minimum educational requirement” only if it is otherwise legally required. The same policies do not extend beyond the civil service. Federal agencies continue to require college degrees for contract employees, and federal contractors are rarely able to place workers without four-year degrees on federal projects, regardless of their qualifications. Private employers consistently impose a BA requirement on jobs even when existing workers in the role do not have one. l Adopt the civil service’s skills-based hiring standards for federal contractors. The President should direct the Administrator for Federal Procurement Policy to adopt the civil service’s skills-based hiring standards for federal contractors and issue waivers from degree-based staffing requirements in existing contracts. l Prohibit the use of a BA requirement in job descriptions. Congress should prohibit the inclusion of a BA requirement in job descriptions for all private sector employers, or the use of a BA requirement to screen applicants using algorithms, except where a BA from a particular type of institution or in a particular field is a bona fide requirement of the position.

Showing 3 of 5 policy matches

About These Correlations

Policy matches are calculated using a hybrid approach: initial candidates are found using semantic similarity between bill summaries and Project 2025 policy text, then an AI model (Llama 3.1 70B) provides detailed alignment ratings and analysis. Ratings range from 1 (minimal alignment) to 5 (very strong alignment). This analysis does not imply direct causation or intent.

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Student Veteran Work Study Modernization Act