To ensure that certain members of the Armed Forces who served in female cultural support teams receive proper credit for such service.

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Bill ID: 119/hr/6036

Last Updated: November 17, 2025

To ensure that certain members of the Armed Forces who served in female cultural support teams receive proper credit for such service.

HR. 6036, 119th Congress.

The sponsor

Rep. Issa, Darrell [R-CA-48]

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

The money

$88,150 raised

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

The alignment

70% match to Project 2025

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

Bill's Journey to Becoming a Law

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

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

Bill Summary

Summary Style:

**HR 6036 Analysis**

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 economic landscape.

**Main Purpose & Objectives** This bill aims to rectify perceived injustices in the recognition of female cultural support teams' service records. It seeks to ensure that these individuals receive proper credit for their service, which may lead to increased benefits and compensation.

**Key Provisions & Changes to Existing Law**

1. The bill mandates the inclusion of covered service in military records and computation of retired pay. 2. It establishes a claims process for veterans seeking service-connected disability or death benefits related to covered service. 3. A study will be conducted to identify similar groups of individuals who may have been overlooked, potentially leading to further expansions of benefits.

**Affected Parties & Stakeholders**

1. Female cultural support team members and their families 2. Veterans Affairs Department 3. Defense Department 4. Taxpayers (as increased benefits and compensation may lead to higher costs)

**Potential Impact & Implications**

From a business perspective, this bill is largely inconsequential. However, I'll highlight some potential implications:

1. **Increased government spending**: Expanded benefits and compensation for affected individuals may lead to higher costs for taxpayers. 2. **Bureaucratic inefficiencies**: The creation of new claims processes and studies may result in additional administrative burdens, potentially slowing down the already sluggish veterans' benefits system. 3. **Precedent for future expansions**: This bill's success could set a precedent for similar legislation, leading to further increases in government spending and bureaucratic complexity.

In conclusion, HR 6036 is a minor bill with limited economic implications. As a visionary entrepreneur, I'll continue to monitor its progress, but my focus remains on more substantial legislative efforts that can drive innovation, deregulation, and growth – the true engines of prosperity.

💰 Campaign Finance Network

Rep. Issa, Darrell [R-CA-48]

Congress 119 • 2024 Election Cycle

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25 donors

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KUTRIEH, TAREK

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DE MARTINO, MICHAEL

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ALTMAN, SAM

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GIBSON, JOSEPH H.

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GLAZIER, MITCH

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FRAZEE, ELIZABETH

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LEVY, EDWARD C

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FISHER, KENNETH

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FISHER, SHERRILYN

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DRESNER, LINDA

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MATHENY, DAVID

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KASSOUF, JAMES

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Donor Network - Rep. Issa, Darrell [R-CA-48]

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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

Moderate

Vector: 63%

Pages: 676-678AI Enhanced

AI Analysis:

"Both the bill and the Project 2025 VA section aim to improve veterans' access to benefits and ensure the VA delivers services fairly and efficiently, emphasizing outreach, training, and correct processing of claims. However, the bill addresses a specific service recognition issue, while Project 2025 focuses on broader VA reforms such as community care standards and demographic shifts."

Key themes:veterans benefitsVA outreach and trainingequity/fairness in service recognitionadministrative improvementsservice connection for benefits

— 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).

Department of Defense

Moderate

Vector: 63%

Pages: 134-136AI Enhanced

AI Analysis:

"HR 6036 focuses on recognizing and providing benefits for female cultural support team members, which aligns with Project 2025's broader goal of valuing and supporting military personnel. While the bill does not directly address recruiting, retention, or eliminating politicization efforts outlined in Project 2025, it supports the principle of honoring service members and improving their treatment, which is a shared theme."

Key themes:military personnel supportveterans benefitsservice recognitionequity in military records

— 102 — Mandate for Leadership: The Conservative Promise 1. Immediately fund more contracting capacity in all services to decrease the contracting timeline and improve the delivery of defense articles to our global partners. 2. Rationalize and speed arms sales decision-making to preclude our enemies from exploiting bureaucratic slothfulness and allow us to manage the development of indigenous defense industrial bases. DOD PERSONNEL The men and women of America’s armed forces are the most critical component of our national defense strategy, but in recent years, they have been overextended, undervalued, and insufficiently resourced. Their families help them to carry the burden of service, but the assistance they receive is disproportionately less than the sacrifices they make. Young civilians who would thrive in a military environ- ment are disenfranchised when educators and influencers discourage them from learning about military service and preparing for the honor of wearing Ameri- ca’s uniform. The United States military is an extraordinary institution, staffed by exceptional people who have defended our nation and changed the course of history, but the Biden Administration, through word and deed, has treated the armed forces as just another place to work. We must restore our military to a place of honor and respect and recruit and retain the individuals who will meet the rigorous standards of excellence that are required for membership in the world’s greatest fighting force. Needed Reforms l Rescue recruiting and retention. Recruiting was the worst in 2022 that it has been in two generations and is expected to be even worse in 2023. Some of the problems are self-inflicted and ongoing. The recruiting problem is not service-specific: It affects the entire Joint Force. 1. Appoint a Special Assistant to the President who will maintain liaison with Congress, DOD, and all other interested parties on the issue of recruiting and retention. 2. Improve recruiting by suspending the use of the recently introduced MHS Genesis system that uses private medical records of potential recruits at Military Entrance Processing Stations (MEPS), creating unnecessary delays and unwarranted rejections.11 3. Improve military recruiters’ access to secondary schools and require completion of the Armed Services Vocational Aptitude Battery — 103 — Department of Defense (ASVAB)—the military entrance examination—by all students in schools that receive federal funding.12 4. Encourage Members of Congress to provide time to military recruiters during each townhall session in their congressional districts. 5. Increase the number of Junior ROTC programs in secondary schools. l Restore standards of lethality and excellence. Entrance criteria for military service and specific occupational career fields should be based on the needs of those positions. Exceptions for individuals who are already predisposed to require medical treatment (for example, HIV positive or suffering from gender dysphoria) should be removed, and those with gender dysphoria should be expelled from military service. Physical fitness requirements should be based on the occupational field without consideration of gender, race, ethnicity, or orientation. l Eliminate politicization, reestablish trust and accountability, and restore faith to the force. In 2021, the Reagan National Defense Survey found that only 45 percent of Americans have “a great deal of trust and confidence in the military”—down from 70 percent in 2018.13 1. Strengthen protections for chaplains to carry out their ministry according to the tenets of their faith. 2. Codify language to instruct senior military officers (three and four stars) to make certain that they understand their primary duty to be ensuring the readiness of the armed forces, not pursuing a social engineering agenda. This direction should be reinforced during the Senate confirmation process. Orders and direction motivated by purely partisan motives should be identified as threats to readiness. 3. Reinstate servicemembers to active duty who were discharged for not receiving the COVID vaccine, restore their appropriate rank, and provide back pay. 4. Eliminate Marxist indoctrination and divisive critical race theory programs and abolish newly established diversity, equity, and inclusion offices and staff.

Department of Defense

Weak

Vector: 64%

Pages: 134-136AI Enhanced

AI Analysis:

"HR 6036 addresses veterans' benefits and recognition for female cultural support team service, whereas the Project 2025 DoD section focuses on arms export processes, defense industrial base collaboration, and recruiting reforms; the two share only tangential connections to military personnel matters."

Key themes:veterans benefitsmilitary recognitionrecruitment and retention

— 101 — Department of Defense 1. Ensure that senior U.S. military leadership emphasizes exportability in the initial development of defense systems that are both available and interoperable with our partners and allies. 2. Create a funding mechanism to incentivize exportability in initial planning, which can be recouped after future FMS transactions. l End informal congressional notification. Informal congressional notification or “tiered review” is a hinderance to ensuring timely sales to our global partners. The tiered review process is not codified in law; it is merely a practice by which the Department of State provides a preview of prospective arms transfers before Congress is formally notified.9 1. End the tiered review process to eliminate at least 20 days from the FMS process. 2. Use the tiered review process only when unanimous congressional support is guaranteed in order to eliminate the “weaponization” by select Members of Congress that has prevented billions of dollars of arms sales from moving into formal congressional notification. l Minimize barriers to collaboration. The high cost of developing advanced defense platforms requires the United States to collaborate with key allies to minimize waste, complement strengths, and supplement our defense industrial base to create a system that is greater than that of the United States alone. 1. Enhance defense industrial base planning with partners to allow them to focus on niche areas where there are cost advantages for the United States. 2. Decrease International Traffic in Arms Regulations (ITAR) to facilitate trade with such allies as the United Kingdom, Canada, and Australia. 3. Create opportunities to improve the health of the defense supply chain with added opportunities for partners and allies to contribute. l Reform the FMS contracting process. The contracting timeline for the FMS process is shockingly slow. On average, the DOD contracting timeline takes approximately 18 months because of slow bureaucratic processes and chronic understaffing.10 — 102 — Mandate for Leadership: The Conservative Promise 1. Immediately fund more contracting capacity in all services to decrease the contracting timeline and improve the delivery of defense articles to our global partners. 2. Rationalize and speed arms sales decision-making to preclude our enemies from exploiting bureaucratic slothfulness and allow us to manage the development of indigenous defense industrial bases. DOD PERSONNEL The men and women of America’s armed forces are the most critical component of our national defense strategy, but in recent years, they have been overextended, undervalued, and insufficiently resourced. Their families help them to carry the burden of service, but the assistance they receive is disproportionately less than the sacrifices they make. Young civilians who would thrive in a military environ- ment are disenfranchised when educators and influencers discourage them from learning about military service and preparing for the honor of wearing Ameri- ca’s uniform. The United States military is an extraordinary institution, staffed by exceptional people who have defended our nation and changed the course of history, but the Biden Administration, through word and deed, has treated the armed forces as just another place to work. We must restore our military to a place of honor and respect and recruit and retain the individuals who will meet the rigorous standards of excellence that are required for membership in the world’s greatest fighting force. Needed Reforms l Rescue recruiting and retention. Recruiting was the worst in 2022 that it has been in two generations and is expected to be even worse in 2023. Some of the problems are self-inflicted and ongoing. The recruiting problem is not service-specific: It affects the entire Joint Force. 1. Appoint a Special Assistant to the President who will maintain liaison with Congress, DOD, and all other interested parties on the issue of recruiting and retention. 2. Improve recruiting by suspending the use of the recently introduced MHS Genesis system that uses private medical records of potential recruits at Military Entrance Processing Stations (MEPS), creating unnecessary delays and unwarranted rejections.11 3. Improve military recruiters’ access to secondary schools and require completion of the Armed Services Vocational Aptitude Battery

Department of Veterans Affairs

Weak

Vector: 63%

Pages: 679-681AI Enhanced

AI Analysis:

"HR 6036 focuses on recognizing service of female cultural support team members in military records and benefits, while Project 2025's VA section emphasizes healthcare system reform, infrastructure, personnel management, and operational efficiency—there is minimal thematic overlap."

Key themes:veteransDepartment of Veterans Affairsservice recognition

— 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: 62%

Pages: 679-681AI Enhanced

AI Analysis:

"HR 6036 focuses on recognizing service and improving benefits for female cultural support team members, while Project 2025's VA section emphasizes healthcare system reform, personnel management, and operational efficiency. There is minimal thematic overlap, as the bill does not address healthcare footprint realignment, staffing models, or EHR implementation."

Key themes:veterans benefitsservice recognitionVA claims processing

— 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

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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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To ensure that certain members of the Armed Forces who served in female cultural support teams receive proper credit for such service.