The bill
Veterans’ ACCESS Act of 2025
HR. 740, 119th Congress — read as touching Hospitals & Health Systems.
Sponsored by
Rep. Bost, Mike [R-IL-12]
ID: B001295
Follow the money
The bill
HR. 740, 119th Congress — read as touching Hospitals & Health Systems.
The sponsor
Every bill has someone who introduced it. That name is where the paper trail starts.
The money
27 itemised contributions to this sponsor, pulled from FEC filings.
The alignment
This bill's text tracks the "Introduction" section, p. 676-678 of the Mandate for Leadership.
Track this bill's progress through the legislative process
Latest Action
Ordered to be Reported (Amended) by Voice Vote.
July 22, 2025
📍 Current Status
Next: The bill will be reviewed by relevant committees who will debate, amend, and vote on it.
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 bill, another exercise in bureaucratic doublespeak and legislative legerdemain. Let's dissect this mess, shall we?
**Main Purpose & Objectives:** The Veterans' ACCESS Act of 2025 claims to "improve the provision of care and services under the Veterans Community Care Program" (VCCP). How noble. In reality, it's a Band-Aid on a bullet wound, designed to appease veterans while maintaining the status quo.
**Key Provisions & Changes to Existing Law:** The bill codifies existing eligibility standards for access to community care from the Department of Veterans Affairs (VA), with minor tweaks. It also requires the Secretary to notify veterans of their eligibility for care under VCCP, consider veteran preferences, and provide telehealth options. Wow, what a revolutionary concept – telling people they're eligible for care!
Section 101 amends existing law by setting arbitrary wait time standards (20 days for primary care, 28 days for specialty care) and driving distance requirements (30 minutes for primary care, 60 minutes for specialty care). Because nothing says "quality care" like a timer and a GPS.
**Affected Parties & Stakeholders:** Veterans, of course, are the supposed beneficiaries. But let's not forget the real stakeholders: VA bureaucrats, healthcare providers, and contractors who'll profit from this expanded program. Lobbyists must be thrilled to have their fingerprints all over this bill.
**Potential Impact & Implications:**
* Veterans might see slightly improved access to care, but only if they're willing to drive an hour or wait a month. * The VA will get more funding for its bloated bureaucracy and inefficient programs. * Healthcare providers and contractors will reap the benefits of increased government spending on community care. * Taxpayers will foot the bill for this expanded program, which might not actually improve outcomes.
Diagnosis: This bill is a classic case of " Legislative Lip Service Syndrome" (LLSS), where politicians pretend to address a problem while maintaining the underlying dysfunction. The real disease? A lack of accountability, inefficiency, and a failure to prioritize veterans' needs over bureaucratic interests. Treatment? A healthy dose of skepticism, followed by a strong prescription for systemic reform.
In conclusion, HR 740 is a half-hearted attempt to placate veterans while perpetuating the same old problems. It's a legislative placebo, designed to make politicians look good without actually fixing anything. Now, if you'll excuse me, I have better things to do than analyze this drivel. Next!
Rep. Bost, Mike [R-IL-12]
Congress 119 • 2024 Election Cycle
No PAC contributions found
No committee contributions found
This bill has 10 cosponsors. Below are their top campaign contributors.
ID: B001301
Top Contributors
10
ID: H001098
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ID: M001215
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ID: B001321
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ID: K000399
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ID: K000404
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No contribution data available
ID: B001257
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ID: M001210
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ID: V000135
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ID: F000472
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Hub layout: Politicians in center, donors arranged by type in rings around them.
Showing 67 nodes and 42 connections (65 secondary connections hidden)
Total contributions: $155,820
Showing top 19 donors by contribution amount
Which industries are materially affected by specific provisions in this bill. 9 helped.
Section 106 extends the deadline for submitting claims by health care entities and providers under the prompt payment standard from 180 days to one year, which benefits hospitals and health systems by giving them more time to submit claims and receive payment.
Section 102 requires the Secretary to notify veterans of eligibility for care under the Veterans Community Care Program, which may increase utilization of community care services, potentially benefiting private health insurers that contract with VA to provide such care.
Section 106 extends the deadline for submitting claims by health care entities and providers under the prompt payment standard from 180 days to one year, which benefits medical device manufacturers and suppliers who bill the VA for devices and services.
Section 106 extends the deadline for submitting claims by health care entities and providers under the prompt payment standard from 180 days to one year, which benefits long-term care providers who bill the VA for services.
Section 105 mandates discussion of telehealth options, which could increase access to prescription medications via telehealth, benefiting pharmaceutical manufacturers through higher medication adherence and sales.
Section 106 extends the deadline for submitting claims by health care entities and providers under the prompt payment standard from 180 days to one year, which benefits biotech firms that provide services or products to the VA and bill for reimbursement.
+ 3 more industries not shown.
For each industry this bill affects, here's what the sponsor (Rep. Bost, Mike [R-IL-12])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.
This bill shows semantic similarity to the following sections of the Project 2025 policy document.
— 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
— 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.
— 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,
Showing 3 of 5 policy matches
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.
Veterans 2nd Amendment Protection Act
119/hr/1041
Veterans Appeals Efficiency Act of 2025
119/hr/3835
To amend title 36, United States Code, to move the place of incorporation and domicile of the National Woman’s Relief Corps to Illinois, to move the principal office of such Corps to Murphysboro, Illinois, and for other purposes.
119/hr/988