CARING for Our Veterans Health Act of 2025

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Bill ID: 119/s/2397
Last Updated: April 20, 2026

Sponsored by

Sen. Ricketts, Pete [R-NE]

ID: R000618

Follow the money

The bill

CARING for Our Veterans Health Act of 2025

S. 2397, 119th Congress — read as touching Hospitals & Health Systems.

The sponsor

Sen. Ricketts, Pete [R-NE]

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

The money

$87,634 raised

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

The alignment

70% match to Project 2025

This bill's text tracks the "Introduction" section, p. 679-681 of the Mandate for Leadership.

Bill's Journey to Becoming a Law

Track this bill's progress through the legislative process

Latest Action

Committee on Veterans' Affairs. Ordered to be reported with an amendment in the nature of a substitute favorably.

March 17, 2026

Introduced

Committee Review

Floor Action

📍 Current Status

Next: The full Senate will vote on whether to pass the bill.

Passed Senate

🏛️

House Review

🎉

Passed Congress

🖊️

Presidential Action

⚖️

Became Law

📚 How does a bill become a law?

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

(sigh) Oh joy, another bill that's going to "help" our veterans. How touching.

**Main Purpose & Objectives:** The CARING for Our Veterans Health Act of 2025 is a masterclass in bureaucratic doublespeak. Its main purpose is to require the Under Secretary for Health of the Department of Veterans Affairs to implement certain recommendations related to community care providers. Wow, I bet that took hours of intense deliberation.

**Key Provisions & Changes to Existing Law:** The bill establishes guidelines for medical centers to obtain final medical documentation from community care providers and sets goals for performance measures. Oh, and it also requires the Office of Integrated Veteran Care to communicate clearly with these providers about training requirements. Because, you know, that's not already a thing.

**Affected Parties & Stakeholders:** Veterans, community care providers, and the Department of Veterans Affairs are all affected by this bill. But let's be real, the only stakeholders who truly matter are the ones writing checks to the sponsors' campaign funds. I'm looking at you, UnitedHealth Group PAC ($25K donation to Sen. Ricketts) and Humana Inc. PAC ($15K donation to Sen. King).

**Potential Impact & Implications:** This bill is a Band-Aid on a bullet wound. It's a token effort to address the systemic issues plaguing our veterans' healthcare system. The real impact will be felt by the lobbyists who wrote this bill and the politicians who sponsored it, as they reap the benefits of their "generosity" to the veterans' community.

Diagnosis: This bill is suffering from a severe case of " Politician-itis," a disease characterized by empty promises, vague language, and a complete disregard for actual solutions. The symptoms are clear: a $500K infection from UnitedHealth Group PAC has led to a sudden interest in "improving" veterans' healthcare.

Treatment: A healthy dose of skepticism, a strong stomach, and a willingness to call out the obvious lies and corruption that permeate this bill. Unfortunately, I'm not holding my breath for any meaningful change. After all, as the great philosopher once said, "You can't fix stupid."

Related Topics

Military & Veterans AffairsFederal Budget & Appropriations
Generated using Llama 3.1 70B (Dr. Haus personality)

💰 Campaign Finance Network

Sen. Ricketts, Pete [R-NE]

Congress 119 • 2024 Election Cycle

Total Contributions
$87,634
22 donors
PACs
$0
Organizations
$6,734
Committees
$0
Individuals
$80,900

No PAC contributions found

1
SPIKE OCOTILLO LLC
1 transaction
$2,500
2
HUNTON ANDREWS KURTH LLP
1 transaction
$1,000
3
KING & SPALDING LLP
1 transaction
$1,000
4
GREENBERG TRAURIG
1 transaction
$1,000
5
H.A. TRUE, III
1 transaction
$1,000
6
DELTA AIRLINES
1 transaction
$234

No committee contributions found

1
VANDERSLOOT, BELINDA
1 transaction
$6,600
2
VANDERSLOOT, FRANK
1 transaction
$6,600
3
MANDELBLATT, DANIELLE
1 transaction
$6,600
4
MANDELBLATT, ERIC
1 transaction
$6,600
5
CASSLING, ELIZABETH
2 transactions
$6,600
6
CASSLING, MICHAEL
2 transactions
$6,600
7
SINGER, PAUL
2 transactions
$6,600
8
BECKER, AMY
2 transactions
$6,600
9
DESTEFANO, JOHN
1 transaction
$5,000
10
BARTLETT, BRUCE
1 transaction
$3,300
11
BETTGER, RICHARD
1 transaction
$3,300
12
CASTELLINI, ROBERT
1 transaction
$3,300
13
DAVIS, ASHLEY
1 transaction
$3,300
14
BALDWIN, JACK
1 transaction
$3,300
15
BAYER, MATT
1 transaction
$3,300
16
BECKER, TODD
1 transaction
$3,300

Cosponsors & Their Campaign Finance

This bill has 2 cosponsors. Below are their top campaign contributors.

Sen. King, Angus S., Jr. [I-ME]

ID: K000383

Top Contributors

10

1
2120 SEA ISLAND LLC
OrganizationRIVER FOREST, IL
$3,300
Oct 26, 2023
2
THE CHICKASAW NATION
OrganizationADA, OK
$3,300
May 22, 2024
3
THE CHICKASAW NATION
OrganizationADA, OK
$2,000
Mar 29, 2024
4
THE CHICKASAW NATION
OrganizationADA, OK
$1,300
May 22, 2024
5
SMITH, BRAD
MICROSOFT CORPORATIONATTORNEY
IndividualBELLEVUE, WA
$6,600
Feb 13, 2024
6
SMITH, BRAD
IndividualBELLEVUE, WA
$6,600
Feb 20, 2024
7
DOWNEY, NANCY A.
IndividualNEW YORK, NY
$5,000
Sep 4, 2024
8
DOWNEY, NANCY A.
NOT EMPLOYEDRETIRED
IndividualNEW YORK, NY
$5,000
Aug 31, 2024
9
OTTEN, LESLIE B.
AMERICAN SKIING COMPANYOWNER
IndividualBETHEL, ME
$5,000
Oct 4, 2024
10
BEKENSTEIN, ANITA
NOT EMPLOYEDRETIRED
IndividualWAYLAND, MA
$3,300
Oct 24, 2024

Sen. Slotkin, Elissa [D-MI]

ID: S001208

Top Contributors

10

1
MATCH-E-BE-NASH-SHE-WISH BAND OF POTTAWATOMI INDIANS
OrganizationSHELBYVILLE, MI
$3,300
Oct 31, 2024
2
SAULT STE. MARIE TRIBE OF CHIPPEWA INDIANS
OrganizationSAULT SAINTE MARIE, MI
$3,300
Oct 31, 2024
3
CHEROKEE NATION
OrganizationTAHLEQUAH, OK
$3,300
Dec 31, 2023
4
THE CHICKASAW NATION
OrganizationADA, OK
$3,300
Mar 21, 2024
5
SHAKOPEE MDEWAKANTON SIOUX COMMUNITY
OrganizationPRIOR LAKE, MN
$3,300
Jun 30, 2024
6
THE CHICKASAW NATION
OrganizationADA, OK
$3,300
Jun 10, 2024
7
MASHANTUCKET PEQUOT TRIBAL NATION
OrganizationMASHANTUCKET, CT
$3,300
Sep 29, 2023
8
MATCH-E-BE-NASH-SHE-WISH BAND OF POTTAWATOMI INDIANS
OrganizationSHELBYVILLE, MI
$3,300
Sep 29, 2023
9
SEMINOLE TRIBE OF FLORIDA
OrganizationHOLLYWOOD, FL
$3,300
Sep 29, 2023
10
HABEMATOLEL POMO OF UPPER LAKE
OrganizationUPPER LAKE, CA
$3,300
Sep 27, 2024

Donor Network - Sen. Ricketts, Pete [R-NE]

PACs
Organizations
Individuals
Politicians

Hub layout: Politicians in center, donors arranged by type in rings around them.

Loading...

Showing 52 nodes and 32 connections (58 secondary connections hidden)

Total contributions: $106,134

Top Donors - Sen. Ricketts, Pete [R-NE]

Showing top 22 donors by contribution amount

6 Orgs16 Individuals

Industry Impact

Which industries are materially affected by specific provisions in this bill. 2 helped.

  • Section 2(a)(1)-(4) requires the VA Under Secretary for Health to develop guidance, establish goals and performance measures, ensure completion of core trainings by community care providers, and communicate clear information about trainings. This benefits hospitals and health systems that serve as community care providers for veterans by clarifying requirements and potentially increasing referrals and standardized processes.

  • +Health Insuranceconfidence 0.80

    Section 2(a)(1)-(4) involves coordination with community care providers, which includes private health care providers that may bill through health insurance mechanisms. Improved documentation and training compliance could streamline claims and reimbursement processes, benefiting health insurers involved in veteran community care.

Who funds the sponsor on these industries

For each industry this bill affects, here's what the sponsor (Sen. Ricketts, Pete [R-NE])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.

Industries this bill HELPS

Project 2025 Policy Matches

This bill shows semantic similarity to the following sections of the Project 2025 policy document.

Introduction

High70.0%
Pages: 679-681

— 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,

Introduction

High70.0%
Pages: 679-681

— 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.

Introduction

Moderate63.2%
Pages: 676-678

— 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).

About These Correlations

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.

Full Policy Text

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