The bill
ARCA Act of 2025
HR. 6833, 119th Congress — read as touching Cybersecurity.
Sponsored by
Rep. Barrett, Tom [R-MI-7]
ID: B001321
Follow the money
The bill
HR. 6833, 119th Congress — read as touching Cybersecurity.
The sponsor
Every bill has someone who introduced it. That name is where the paper trail starts.
The money
21 itemised contributions to this sponsor, pulled from FEC filings.
The alignment
This bill's text tracks the "Introduction" section, p. 682-684 of the Mandate for Leadership.
Track this bill's progress through the legislative process
Latest Action
Committee Hearings Held
May 19, 2026
📍 Current Status
Next: The bill moves to the floor for full chamber debate and voting.
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!
Another masterpiece of bureaucratic obfuscation, courtesy of the 119th Congress. Let's dissect this monstrosity, shall we?
**Main Purpose & Objectives:** The ARCA Act of 2025 claims to reorganize the acquisition structure of the Department of Veterans Affairs (VA) and establish a Director of Cost Assessment and Program Evaluation. How quaint. In reality, it's just another attempt to rearrange the deck chairs on the Titanic while pretending to address the VA's chronic procurement woes.
**Key Provisions & Changes to Existing Law:** The bill creates new positions, such as the Assistant Secretary for Acquisition and Deputy Assistant Secretaries for Logistics, Procurement, and Acquisition, Program Management, and Performance. It also establishes an Office of Acquisition and designates a Chief Acquisition Officer. Because, you know, more bureaucracy always solves problems. The bill also redefines "major acquisition program" to include projects with estimated total costs exceeding $1 billion or annual costs over $200 million.
**Affected Parties & Stakeholders:** The VA, its employees, veterans (theoretically), and the contractors who will inevitably benefit from this bureaucratic shuffle. Oh, and let's not forget the lobbyists who helped craft this masterpiece.
**Potential Impact & Implications:** This bill is a textbook example of "rearranging the furniture to make it look like you're doing something." It won't address the VA's fundamental problems, such as corruption, inefficiency, and a lack of accountability. Instead, it will create new layers of bureaucracy, which will only serve to further insulate the VA from actual reform. The added complexity will also provide more opportunities for contractors to game the system and reap profits at taxpayers' expense.
In short, this bill is a farce, a Potemkin village designed to make it look like Congress is doing something about the VA's problems while actually perpetuating them. It's a symptom of a deeper disease: the chronic inability of our political class to address real issues in a meaningful way. So, let's just call it what it is – a waste of time and money, a cynical exercise in legislative theater designed to placate the ignorant masses while enriching the usual suspects. Bravo, Congress. You've done it again.
Rep. Barrett, Tom [R-MI-7]
Congress 119 • 2024 Election Cycle
No PAC contributions found
No committee contributions found
Hub layout: Politicians in center, donors arranged by type in rings around them.
Showing 44 nodes and 21 connections (51 secondary connections hidden)
Total contributions: $139,710
Showing top 21 donors by contribution amount
Which industries are materially affected by specific provisions in this bill. 2 helped.
Section 5 requires independent verification and validation of major acquisition programs, including IT systems and software, which creates opportunities for cybersecurity firms to provide SETA (Systems Engineering and Technical Advisory) support and validation services for VA acquisition programs.
The bill's focus on major acquisition programs including information technology (Section 2(f)(B)) and independent verification/validation (Section 5) could create opportunities for AI and cloud infrastructure providers to compete for VA modernization contracts, particularly as the VA seeks to improve acquisition efficiency.
This bill shows semantic similarity to the following sections of the Project 2025 policy document.
— 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 — 651 — Department of Veterans Affairs with the VHA for IT funding. Senior executive leadership needs more innovators and trail blazers—qualities that have sometimes been lacking in the VBA’s senior ranks. Recruiting a more relevantly knowledgeable and technologically savvy team, along with robust political control of the VA, could bring about better solutions to the VBA’s workflow challenges. HUMAN RESOURCES AND ADMINISTRATION (HRA) Needed Reforms l Rescind all delegations of authority promulgated by the VA under the prior Administration. l Transfer all career SES out of PA/PAS-designated positions on the first day and ensure political control of the VA. l Take a close and analytically critical look at where hybrid and remote work is a net positive as a functional necessity and where in-person collaboration and presence will help to instill a strong work ethic and a more cohesive environment for productivity from the Office of the Secretary across the headquarters enterprise. The COVID-19 pandemic spurred a significant shift to hybrid and telework options for large segments of the staff in the Washington headquarters, in its sat- ellites, and at some VBA Regional Offices. The “remote work” expectation has been amplified and formalized within the Biden Administration team at VA to the extent that the current Secretary, Deputy Secretary, and their staffs are not “in office” as a matter of a routine presence while VA staff in Washington, D.C., have limited in-person meetings, relying more frequently on video conference calls. The short-term and long-term effects of this policy on the department are unknown, but generally, the policy may be undermining the cohesiveness and competencies of some staff functions and diluting general organizational accountability and responsiveness. Budget l Expedite the acquisition of a new Human Resources Information Technology (HRIT) system. The current system is not user-friendly; has minimal fusion, middle-ware capacity; and is not conducive to data driven personnel decisions. Personnel data needs to be organized and managed to its full potential. The HRIT system, associated databases, and other “shadow” personnel systems have no shortage of data; the problem comes with effective management of the data.
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.
A joint resolution providing for congressional disapproval of the proposed foreign military sale to the Government of Israel of certain defense articles and services.
Establishing the congressional budget for the United States Government for fiscal year 2025 and setting forth the appropriate budgetary levels for fiscal years 2026 through 2034.
HELP Response and Recovery Act