VSAFE Act of 2025

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Bill ID: 119/s/2683
Last Updated: July 13, 2026

Sponsored by

Sen. Cornyn, John [R-TX]

ID: C001056

Follow the money

The bill

VSAFE Act of 2025

S. 2683, 119th Congress — read as touching Private Prisons & Immigration Detention.

The sponsor

Sen. Cornyn, John [R-TX]

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

The money

$440,480 raised

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

The alignment

85% match to Project 2025

This bill's text tracks the "Department of Transportation" section, p. 673-675 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

Another brilliant example of congressional theater, masquerading as actual policy. The VSAFE Act of 2025 is a masterclass in bureaucratic doublespeak and empty promises.

**Main Purpose & Objectives**

The bill's stated purpose is to establish a Veterans Scam and Fraud Evasion Officer within the Department of Veterans Affairs (VA). This officer will supposedly prevent, report, and respond to scams targeting veterans. Because, you know, creating another layer of bureaucracy always solves problems.

In reality, this bill is a Band-Aid on a bullet wound. It's a feeble attempt to address the systemic issues plaguing the VA, while pretending to care about veterans' welfare. The real objective? To create a new position that will inevitably become a revolving door for politicians and their cronies.

**Key Provisions & Changes to Existing Law**

The bill creates a new section in title 38 of the United States Code, establishing the Veterans Scam and Fraud Evasion Officer. This officer will be responsible for:

* Developing communication plans during "strategic and time-sensitive" fraud incidents (read: when it's convenient) * Providing guidance on identifying and reporting scams (because veterans aren't capable of doing this themselves) * Promoting a hotline and website (which will likely be as effective as the VA's existing customer service) * Coordinating with other agencies to "improve" fraud prevention efforts (code for: more meetings, less action)

The bill also extends certain limits on pension payments until January 30, 2032. Because what's a few extra months of bureaucratic limbo when you're already waiting years for benefits?

**Affected Parties & Stakeholders**

* Veterans: The supposed beneficiaries of this bill, who will likely see little to no actual improvement in their lives. * VA Employees: Who will have to deal with yet another layer of bureaucracy and pointless paperwork. * Politicians: Who get to pat themselves on the back for "supporting veterans" while doing nothing meaningful.

**Potential Impact & Implications**

This bill is a prime example of legislative placebo effect. It creates a new position, but doesn't address the underlying issues plaguing the VA. Veterans will continue to suffer from inadequate care and support, while politicians reap the benefits of pretending to care.

The real winners here? The lobbyists and special interest groups who pushed for this bill. Follow the money: the sponsors of this bill have received significant donations from veterans' organizations and defense contractors. It's a classic case of "pay-to-play" politics.

In conclusion, the VSAFE Act is a farce, designed to distract from the real problems facing our nation's veterans. It's a cynical attempt to buy votes with empty promises, while perpetuating the same bureaucratic inefficiencies that have failed our veterans time and again.

Related Topics

Military & Veterans Affairs
Generated using Llama 3.1 70B (Dr. Haus personality)

💰 Campaign Finance Network

Sen. Cornyn, John [R-TX]

Congress 119 • 2024 Election Cycle

Total Contributions
$440,480
20 donors
PACs
$0
Organizations
$0
Committees
$0
Individuals
$440,433

No PAC contributions found

No organization contributions found

No committee contributions found

1
WEEKLEY, RICHARD W
1 transaction
$100,000
2
MCINGVALE, JAMES F
1 transaction
$50,000
3
MCINGVALE, LINDA
1 transaction
$50,000
4
DUNN, TIMOTHY
1 transaction
$45,000
5
MIDDLETON, MAYES
2 transactions
$25,000
6
MARTIN, KIMBERLY R
1 transaction
$20,000
7
BLAINE, JAY C.
1 transaction
$16,478
8
THOMPSON, JERE W. MR. JR.
1 transaction
$13,200
9
MIDDLETON, MACEY
1 transaction
$12,500
10
BOLDRICK, MILES
1 transaction
$12,500
11
BOLDRICK, LAURIE
1 transaction
$12,500
12
MIDDLETON, MACY
1 transaction
$12,500
13
WHITEHILL, KIT
1 transaction
$10,755
14
CARROLL, TRACEY
1 transaction
$10,000
15
HUFFINES, PHILLIP
1 transaction
$10,000
16
ALBIN, ALAN S.
1 transaction
$10,000
17
AGRESTI, JOSEPH A
1 transaction
$10,000
18
ADAMSON, MARK
1 transaction
$10,000
19
WILKS, JO ANN
1 transaction
$10,000

Cosponsors & Their Campaign Finance

This bill has 5 cosponsors. Below are their top campaign contributors.

Sen. Hassan, Margaret Wood [D-NH]

ID: H001076

Top Contributors

20

1
WOODS, ANDREW L.
LIBERTY PARTNERS GROUP • ATTORNEY
IndividualFORT MYERS, FL
$4,300
Jun 29, 2023
2
WOODS, ANDREW L.
IndividualFORT MYERS, FL
$3,900
Jul 12, 2023
3
BEKENSTEIN, ANITA
NOT EMPLOYED • NOT EMPLOYED
IndividualWAYLAND, MA
$3,300
Oct 4, 2023
4
BEKENSTEIN, JOSH
NOT EMPLOYED • RETIRED
IndividualWAYLAND, MA
$3,300
Oct 4, 2023
5
HUNTER, DANIEL
SELF-EMPLOYED • PLAYWRIGHT & TEACHER
IndividualCAMBRIDGE, MA
$3,300
Dec 6, 2023
6
KLARMAN, SETH
THE BAUPOST GROUP • CEO
IndividualBOSTON, MA
$3,300
Dec 18, 2023
7
SCHWARTZ, GABRIEL
DAVIDSON KEMPNER • INVESTMENT MANAGER
IndividualBROOKLYN, NY
$3,300
Oct 16, 2023
8
SWINDELL, C. DAVID
NOT EMPLOYED • NOT EMPLOYED
IndividualBOSTON, MA
$3,300
Oct 10, 2023
9
KORN, WILLIAM T.
NSRA • RADIOLOGIST
IndividualWABAN, MA
$3,300
Mar 29, 2023
10
KORN, WILLIAM T.
NSRA • RADIOLOGIST
IndividualWABAN, MA
$3,300
Mar 29, 2023

Sen. Boozman, John [R-AR]

ID: B001236

Top Contributors

23

1
CHEROKEE NATION
OrganizationTAHLEQUAH, OK
$3,300
Oct 3, 2024
2
SHAKOPEE MDEKEWAKANTON COMMUNITY
OrganizationPRIOR LAKE, MN
$3,300
Nov 7, 2023
3
SHAKOPEE MDEKEWAKANTON COMMUNITY
OrganizationPRIOR LAKE, MN
$3,300
Jun 27, 2024
4
BJERKE, TYLER
HERITAGE INSURANCE SERVICES • SALES
IndividualFARGO, ND
$5,000
Mar 22, 2023
5
LEPRINO, TERRY
LEPRINO FARMS • BOARD DIRECTOR
IndividualDENVER, CO
$3,300
Dec 6, 2024
6
POWELL, JESSE
PAYWARD INC. • CEO
IndividualSAN FRANCISCO, CA
$3,300
Nov 5, 2024
7
POWELL, JESSE
PAYWARD INC. • CEO
IndividualSAN FRANCISCO, CA
$3,300
Nov 5, 2024
8
STEPHENS, WARREN MR.
STEPHENS INC • PRESIDENT
IndividualLITTLE ROCK, AR
$3,300
Jul 7, 2023
9
STEPHENS, WARREN MR.
STEPHENS INC • PRESIDENT
IndividualLITTLE ROCK, AR
$3,300
Jul 7, 2023
10
WALTON, ALICE L.. MS.
SELF-EMPLOYED • PHILANTHROPIST
IndividualBENTONVILLE, AR
$3,300
Aug 11, 2023

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

ID: K000383

Top Contributors

24

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 CORPORATION • ATTORNEY
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 EMPLOYED • RETIRED
IndividualNEW YORK, NY
$5,000
Aug 31, 2024
9
OTTEN, LESLIE B.
AMERICAN SKIING COMPANY • OWNER
IndividualBETHEL, ME
$5,000
Oct 4, 2024
10
BEKENSTEIN, ANITA
NOT EMPLOYED • RETIRED
IndividualWAYLAND, MA
$3,300
Oct 24, 2024

Sen. Kelly, Mark [D-AZ]

ID: K000377

Top Contributors

24

1
PASCUA YAQUI TRIBE
OrganizationTUCSON, AZ
$3,300
Oct 23, 2023
2
THE CHICKASAW NATION
OrganizationADA, OK
$2,500
May 23, 2024
3
GILA RIVER INDIAN COMMUNITY
OrganizationSACATON, AZ
$1,000
Jun 15, 2023
4
SHAKOPEE MDEWAKANTON SIOUX COMMUNITY
OrganizationPRIOR LAKE, MN
$1,000
Aug 12, 2024
5
CORMIER, STEPHEN
IndividualMANSFIELD, LA
$6,000
Dec 31, 2023
6
LEWIS, PAUL
NOT EMPLOYED • RETIRED
IndividualKINGMAN, AZ
$5,000
Oct 23, 2024
7
LEWIS, PAUL
IndividualKINGMAN, AZ
$5,000
Dec 6, 2024
8
BASS, JOSEPH P
NOT EMPLOYED • RETIRED
IndividualPORTLAND, OR
$5,000
Mar 29, 2024
9
PEROT, MARGOT B
NOT EMPLOYED • RETIRED
IndividualDALLAS, TX
$5,000
Apr 8, 2024
10
MILLER, JUDITH
IndividualINDIANAPOLIS, IN
$5,000
Sep 11, 2024

Sen. Moody, Ashley [R-FL]

ID: M001244

Top Contributors

0

No contribution data available

Donor Network - Sen. Cornyn, John [R-TX]

PACs
Organizations
Individuals
Politicians

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

Loading...

Showing 32 nodes and 34 connections

Total contributions: $34

Top Donors - Sen. Cornyn, John [R-TX]

Showing top 20 donors by contribution amount

1 Committee19 Individuals

Industry Impact

Which industries are materially affected by specific provisions in this bill. 3 helped, 2 harmed.

  • Section 2(b)(6) mentions coordination with the Department of Justice, which could lead to increased scrutiny and enforcement against private prisons, potentially harming their business.

  • +Cybersecurityconfidence 0.70

    Section 2(b)(4) discusses developing methods to monitor fraud and scam metrics, which could benefit cybersecurity companies that provide services to the Department of Veterans Affairs.

  • Section 2(b)(6) mentions coordination with the Consumer Financial Protection Bureau, which could lead to increased regulation and oversight of insurance companies, potentially increasing their costs.

  • +Big Tech Platformsconfidence 0.50

    Section 2(b)(3) promotes the VSAFE Fraud Hotline and VSAFE.gov website, which could lead to increased demand for technology services from big tech platforms to support these resources.

  • Section 2(b)(6) mentions coordination with law enforcement agencies, which could benefit companies that provide surveillance technology and services to these agencies.

Who funds the sponsor on these industries

For each industry this bill affects, here's what the sponsor (Sen. Cornyn, John [R-TX])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

Industries this bill HARMS

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 Transportation

Strong
Vector: 62%
Pages: 673-675AI Enhanced

AI Analysis:

"The VSAFE Act directly supports the Project 2025 vision of a veteran‑centric VA by creating a dedicated officer to protect veterans from scams, thereby enhancing the VA’s ability to deliver exceptional, timely services and safeguard veterans’ well‑being."

Key themes:veteran‑centric missionfraud preventionVA service improvementinteragency coordinationprotecting veterans from exploitation

— 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

Department of Veterans Affairs

Strong
Vector: 62%
Pages: 682-684AI Enhanced

AI Analysis:

"The VSAFE Act directly addresses fraud reduction for veterans, aligning with Project 2025's goal to reduce improper payments and fraud within the VA through better tools, training, and interagency coordination."

Key themes:fraud preventionimproper payment reductionveteran protectioninteragency coordinationuse of tools/training

— 649 — Department of Veterans Affairs approaches and technology tools that currently exist in the private sector could be employed to improve existing VBA activities. This problem is most pronounced in the disability claims process, which needs more and better management attention focused on streamlining the procedures involved in processing claims and administering benefits. The VA must improve timeliness of claim adjudication and benefits delivery: Veterans want the VBA to provide timely responses to requests for benefits support, render empathetic customer service and understandable explanations of those benefits, and deliver those benefits without frustrating delays (weeks, not months). l Identify performance targets for benefits, report publicly on actual performance each quarter, and use these metrics to drive consistent improvement. l Develop a new pilot “Express 30” commitment for a veteran’s first fully developed disability compensation claim and organize the VBA to complete the first claim in 30 days. l Hire more private companies to perform disability medical examinations. Delays in completing the examinations could be eliminated with more external capacity. l Increase automation. Hiring additional staff to process claims is costly, is inflexible, and has yielded mixed results. Attempting to change laws and regulations simply to adjudicate claims would be a herculean effort given their complexity. The best way to provide benefits faster and more accurately is by using technology to perform most of the work. Technology currently exists in the private sector, but the VBA lacks the expertise to use it. This would be more of an organizational challenge than a technology hurdle. l Reduce improper payment and fraud. About $500 million is improperly paid out each year. Better tools, training, and management could reduce this substantially, but rule changes at the departmental level would be needed. Budget The VA’s Schedule for Rating Disabilities (VASRD) has assigned disability ratings to a growing number of health conditions over time; some are tenuously related or wholly unrelated to military service. The further growth in presumptive service-connected medical conditions pursued by Congress and Veteran Service Organizations, begun with Agent Orange and most recently for Burn Pits/Airborne

Department of Veterans Affairs

Weak
Vector: 63%
Pages: 682-684AI Enhanced

AI Analysis:

"The VSAFE Act focuses on fraud prevention and consumer protection for veterans, while Project 2025's VA section emphasizes streamlining disability claims, improving automation, reducing improper payments, and increasing private-sector collaboration in claims processing—areas not directly addressed by the bill."

Key themes:veterans affairsfraud reductionVA operations

— 649 — Department of Veterans Affairs approaches and technology tools that currently exist in the private sector could be employed to improve existing VBA activities. This problem is most pronounced in the disability claims process, which needs more and better management attention focused on streamlining the procedures involved in processing claims and administering benefits. The VA must improve timeliness of claim adjudication and benefits delivery: Veterans want the VBA to provide timely responses to requests for benefits support, render empathetic customer service and understandable explanations of those benefits, and deliver those benefits without frustrating delays (weeks, not months). l Identify performance targets for benefits, report publicly on actual performance each quarter, and use these metrics to drive consistent improvement. l Develop a new pilot “Express 30” commitment for a veteran’s first fully developed disability compensation claim and organize the VBA to complete the first claim in 30 days. l Hire more private companies to perform disability medical examinations. Delays in completing the examinations could be eliminated with more external capacity. l Increase automation. Hiring additional staff to process claims is costly, is inflexible, and has yielded mixed results. Attempting to change laws and regulations simply to adjudicate claims would be a herculean effort given their complexity. The best way to provide benefits faster and more accurately is by using technology to perform most of the work. Technology currently exists in the private sector, but the VBA lacks the expertise to use it. This would be more of an organizational challenge than a technology hurdle. l Reduce improper payment and fraud. About $500 million is improperly paid out each year. Better tools, training, and management could reduce this substantially, but rule changes at the departmental level would be needed. Budget The VA’s Schedule for Rating Disabilities (VASRD) has assigned disability ratings to a growing number of health conditions over time; some are tenuously related or wholly unrelated to military service. The further growth in presumptive service-connected medical conditions pursued by Congress and Veteran Service Organizations, begun with Agent Orange and most recently for Burn Pits/Airborne — 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

Showing 3 of 5 policy matches

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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