The bill
Locating Our Unclaimed Veterans Act
HR. 9006, 119th Congress.
Sponsored by
Rep. Valadao, David G. [R-CA-22]
ID: V000129
Follow the money
The bill
HR. 9006, 119th Congress.
The sponsor
Every bill has someone who introduced it. That name is where the paper trail starts.
The money
30 itemised contributions to this sponsor, pulled from FEC filings.
The alignment
This bill's text tracks the "Department of Veterans Affairs" section, p. 688-691 of the Mandate for Leadership.
Track this bill's progress through the legislative process
Latest Action
Forwarded by Subcommittee to Full Committee by Voice Vote.
June 29, 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!
**Summary of H.R. 9006: Locating Our Unclaimed Veterans Act**
**1. Main Purpose & Objectives** The stated purpose of H.R. 9006 is to direct the Secretary of Veterans Affairs to create a centralized portal within the VA for storing and evaluating information related to the unclaimed remains of veterans. Ostensibly, this is a compassionate effort to honor those who served by ensuring their remains are identified and returned to next-of-kin when possible. The bill aims to improve coordination between the VA, coroners, funeral homes, state governments, and federal agencies like the SSA, FBI, and DoD to verify veteran status and locate kin.
But let’s be honest: this isn’t really about dignity. It’s about cleaning up a decades-long administrative failure where the VA lost track of veterans *after* they died—because apparently, serving your country doesn’t guarantee you won’t end up in a potter’s field with a toe tag and no one looking for you. The real objective? To make the VA look like it’s doing something about a problem it helped create through neglect, underfunding, and bureaucratic indifference.
**2. Key Provisions & Changes to Existing Law** The bill mandates the VA to: - Build a centralized database to store biometric and identifying information (name, fingerprints, age at death) from unclaimed remains received from coroners, funeral homes, and states. - Use existing and potentially new memoranda of understanding with the SSA, FBI, and DoD to cross-reference data (including the National Missing and Unidentified Persons System) to confirm veteran status. - Submit annual reports to Congress for three years detailing implementation, outreach, and number of remains identified. - Automatically terminate the program after three fiscal years post-enactment—because nothing says “we care about veterans” like a hard expiration date on basic human decency.
This doesn’t create new authority so much as it forces the VA to finally use tools it already had access to but chose not to coordinate effectively. It’s less a reform and more a bureaucratic wake-up call delivered with a side of shame.
**3. Affected Parties & Stakeholders** - **Veterans’ families**: Potentially benefit if remains are identified, though many may have long since given up hope—or never knew their relative was unclaimed. - **Coroners, funeral homes, state governments**: Gain a clearer pathway to report and transfer information, reducing their burden of storing unidentified remains. - **VA staff**: Saddled with yet another unfunded mandate to build and maintain a system, likely without adequate resources or training. - **Federal agencies (SSA, FBI, DoD)**: Asked to share data they already possess—assuming they comply, which is a big if given interagency turf wars. - **Taxpayers**: Foot the bill for a fix that shouldn’t have been necessary in the first place.
**4. Potential Impact & Implications** If implemented competently (a generous assumption), this could help identify hundreds or thousands of unclaimed veteran remains over time, offering closure to families and correcting a moral failure. The use of fingerprints and federal databases increases the odds of success where name-based searches fail.
But the three-year sunset clause reveals the truth: this is a performative gesture, not a commitment. It allows Congress to claim it “did something” about veteran neglect while avoiding long-term responsibility. If the system works, it’ll likely be defunded or ignored after the reports are filed. If it fails, well—another lesson in how the government treats its heroes: with gratitude in speeches and indifference in spreadsheets.
In short: H.R. 9006 is a bandage on a gangrenous wound. It treats the symptom (unclaimed remains) while ignoring the disease (a VA system that treats veterans as disposable until they’re useful for photo ops). Expect modest success, bureaucratic bloat, and a self-congratulatory press release when the whole thing expires—right as another veteran’s remains go unclaimed in some county morgue.
After all, why fix the system when you can just create a new portal to pretend
Rep. Valadao, David G. [R-CA-22]
Congress 119 • 2024 Election Cycle
No PAC contributions found
No committee contributions found
This bill has 1 cosponsors. Below are their top campaign contributors.
ID: V000138
Top Contributors
22
Hub layout: Politicians in center, donors arranged by type in rings around them.
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Total contributions: $80
Showing top 18 donors by contribution amount
This bill shows semantic similarity to the following sections of the Project 2025 policy document.AI-enhanced analysis provides detailed alignment ratings.
AI Analysis:
"The bill aligns strongly with Project 2025's focus on improving VA services for veterans by enhancing identification and burial honors for unclaimed veteran remains, directly supporting the VA's mission to serve and honor veterans."
— 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.
AI Analysis:
"The bill aligns strongly with Project 2025's emphasis on a 'Veteran-centric' VA by improving memorial affairs and ensuring proper recognition and burial honors for veterans through better identification of unclaimed remains. It supports the VA's core mission of serving veterans with respect and competence, particularly in the area of memorial services."
— 641 — 20 DEPARTMENT OF VETERANS AFFAIRS Brooks D. Tucker MISSION STATEMENT The Department of Veterans Affairs (VA) is the primary provider of health care, benefits, and memorial affairs for America’s veterans and their families. The VA has the noble responsibility to render exceptional and timely support and services with respect, compassion, and competence. The veteran is at the forefront of every VA process and interaction. The VA must continually strive to be recognized as a “best in class,” “Veteran-centric”1 system with an organizational ethos inspired by and accountable to the needs and problems of veterans, not subservient to the parochial preferences of a bureaucracy. OVERVIEW At the end of the Obama Administration, the VA was held in low esteem both by the veterans it served and by the employees who served these former warriors. Eroding morale caused by the downstream effects of a health care access crisis in 2014 led to the resignation of Secretary Eric Shinseki and extensive oversight investigations by Congress from 2015–2016. By 2020, however, the VA had become one of the most respected U.S. agencies. This significant progress was due in part to the leadership of Secretary Robert Wilkie (2018–2021) and his team of political appointees and career senior executives, many of them veterans, who led the effort to ensure that the VA became “Veteran-centric” in its governance decisions and fostered a more positive work environment. This mindset translated into a department that was better attuned to employees’ and veterans’ needs and experiences in the daily operations of health care, benefits, — 642 — Mandate for Leadership: The Conservative Promise and memorial affairs. During that period, the VA received the largest number of watershed congressional authorizations to reform its health care and benefits that it had received since the post–Vietnam War years along with historic increases in annual appropriations, which have tripled since the last full year of the George W. Bush Administration. The current VA leadership team of Biden appointees has adopted some of their predecessors’ governance processes. However, they have not sustained the previous Administration’s commitment to a genuine “Veteran-centric” philosophy, most nota- bly with respect to the delivery of health care, and harbor a bias toward expanding the unionized federal employee workforce that has not always been aligned with a focus on “Veteran-centric” care. There also is growing concern in Congress and the veteran community that the VA is poorly managing and in some cases disregarding provisions of the VA MISSION [Maintaining Internal Systems and Strengthening Integrated Out- side Networks] Act of 20182 that codify broad access for veterans to non-VA health care providers. Efforts to expand disability benefits to large populations without adequate planning have caused an erosion of veterans’ trust in the VA enterprise. Additionally, the current VA leadership is focusing very publicly on “social equity and inclusion” within departmental policy discussions toward ends that will affect only a small minority of the veterans who use the VA. For the first time, the VA is allowing access to abortion services, a medical procedure unrelated to military service that the VA lacks the legal authority and clinical proficiency to perform. In addition to continuing the grotesque culture of violence against the child in the womb, these sociopolitical initiatives and ideological indoctrinations distract from the department’s core missions. DEPARTMENTAL HISTORY Following the Civil War, state veterans homes were established to provide med- ical and hospital treatment for all injuries and diseases. When the United States entered World War I in 1917, “Congress established a new system of Veterans benefits, including programs for disability compensation, insurance for service personnel and Veterans, and vocational rehabilitation for the disabled”3 that was overseen by three different federal programs: the Veterans Bureau, the Department of the Interior’s Bureau of Pensions, and the National Home for Disabled Volunteer Soldiers. In 1921, Congress combined those programs into the Veterans Bureau. Following World War II, a national VA hospital system, much of which remains operational today, was established to care for millions of returning veterans. Following the Vietnam War, the VA’s federally owned and operated hospital network expanded again to meet the needs of the volunteer and draftee population. In the past two decades, the VA has purposely transitioned to leasing medical prop- erties rather than building expensive new facilities that can take years to complete and often experience budget overruns. As the nature of health care has evolved
AI Analysis:
"The bill focuses on identifying unclaimed veteran remains through a centralized VA data system, while the Project 2025 VA policy emphasizes healthcare delivery reforms, personnel management, EHR modernization, and benefits administration—none of which directly relate to remains identification or interagency data sharing for veteran burial honors."
— 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
Showing 3 of 5 policy matches
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.