Stuck On Hold Act

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Bill ID: 119/s/3170
Last Updated: April 29, 2026

Sponsored by

Sen. Kennedy, John [R-LA]

ID: K000393

Follow the money

The bill

Stuck On Hold Act

S. 3170, 119th Congress — read as touching Telecommunications.

The sponsor

Sen. Kennedy, John [R-LA]

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

The money

$223,920 raised

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

The alignment

95% 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. Hearings held.

April 28, 2026

Introduced

Committee Review

📍 Current Status

Next: The bill moves to the floor for full chamber debate and voting.

🗳️

Floor Action

✅

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

Joy, another congressional bill that's about as effective as a Band-Aid on a bullet wound. Let's dissect this farce, shall we?

**Main Purpose & Objectives:** The Stuck On Hold Act (S 3170) is a masterclass in legislative theater. Its primary objective is to make it seem like Congress cares about the plight of veterans stuck on hold with the Department of Veterans Affairs (VA). In reality, this bill is a shallow attempt to placate voters and distract from the VA's systemic failures.

**Key Provisions & Changes to Existing Law:** The bill requires the Secretary of Veterans Affairs to implement an automated system with callback functionality for customer service telephone lines within one year. Because, you know, that's exactly what's been holding back the VA from providing decent service – a lack of automation. The bill also mandates guidance on reducing wait times to 10 minutes or less. Wow, I bet the VA is shaking in its boots.

**Affected Parties & Stakeholders:** Veterans, who will likely remain stuck on hold despite this bill's empty promises. The VA, which will get to pretend it's doing something about its abysmal customer service. And, of course, the politicians sponsoring this bill, who'll get to tout their "support for veterans" in campaign ads.

**Potential Impact & Implications:** This bill is a placebo, folks. It won't address the root causes of the VA's problems – bureaucratic inefficiency, lack of funding, and poor management. Instead, it'll create a new layer of bureaucracy to implement the automated system, which will likely be plagued by technical issues and ineptitude.

In short, this bill is a Band-Aid on a festering wound. It's a symptom of a deeper disease: Congress's inability to tackle real problems due to cowardice, incompetence, or both. The Stuck On Hold Act is a prime example of legislative malpractice – a shallow attempt to treat the symptoms rather than the underlying illness.

Diagnosis: Legislative Theater Syndrome (LTS) – a chronic condition characterized by empty promises, bureaucratic posturing, and a complete disregard for actual problem-solving.

Prognosis: Poor. This bill will likely pass with great fanfare, only to be forgotten in the annals of congressional history as another failed attempt to address the VA's systemic issues. Meanwhile, veterans will continue to suffer from subpar service, and politicians will keep pretending they care.

Related Topics

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

💰 Campaign Finance Network

Sen. Kennedy, John [R-LA]

Congress 119 • 2024 Election Cycle

Total Contributions
$223,920
12 donors
PACs
$0
Organizations
$0
Committees
$0
Individuals
$223,920

No PAC contributions found

No organization contributions found

No committee contributions found

1
REITERMAN, MARY ELIZABETH
2 transactions
$34,800
2
VIVIAN, MICHAEL A
2 transactions
$34,800
3
JONES, SHIRLEY
2 transactions
$34,800
4
LACOSTE, ROGER
2 transactions
$34,800
5
LABEDZ, DAVID
3 transactions
$34,800
6
MAKI, NEIL JAMES
2 transactions
$10,025
7
COX, SANDY
2 transactions
$10,000
8
HENLEY, DOY
1 transaction
$8,354
9
HILL, VERNON
1 transaction
$7,529
10
HARTMAN, STEPHEN
1 transaction
$5,310
11
BRADDOCK, DAVID
1 transaction
$4,702
12
WHITE, JASON
1 transaction
$4,000

Cosponsors & Their Campaign Finance

This bill has 1 cosponsors. Below are their top campaign contributors.

Sen. Kelly, Mark [D-AZ]

ID: K000377

Top Contributors

10

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

Donor Network - Sen. Kennedy, John [R-LA]

PACs
Organizations
Individuals
Politicians

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

Loading...

Showing 40 nodes and 23 connections (46 secondary connections hidden)

Total contributions: $230,720

Top Donors - Sen. Kennedy, John [R-LA]

Showing top 12 donors by contribution amount

12 Individuals

Industry Impact

Which industries are materially affected by specific provisions in this bill. 1 helped.

  • +Telecommunicationsconfidence 0.90

    Section 2(a) requires the implementation of an automated system with callback functionality for customer service telephone lines, which could benefit telecommunications companies that provide services to the Department of Veterans Affairs.

Who funds the sponsor on these industries

For each industry this bill affects, here's what the sponsor (Sen. Kennedy, John [R-LA])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.AI-enhanced analysis provides detailed alignment ratings.

Department of Transportation

Very Strong
Vector: 64%
Pages: 673-675AI Enhanced

AI Analysis:

"The Stuck On Hold Act directly implements the VA's Project 2025 goal of delivering exceptional, timely, and veteran‑centric service by mandating a callback system that reduces wait times and improves customer experience on VA telephone lines."

Key themes:veteran‑centric servicetimely accesscustomer service improvementVA accountabilityreducing wait times

— 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

Moderate
Vector: 67%
Pages: 682-684AI Enhanced

AI Analysis:

"The bill aligns with Project 2025's emphasis on improving VA customer service through technology and efficiency, particularly in reducing delays and enhancing user experience, though it focuses on call center operations rather than disability claims processing specifically highlighted in the policy."

Key themes:customer service improvementtechnology adoptionreducing wait timesVA service efficiencyautomation in government services

— 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

Department of Veterans Affairs

Moderate
Vector: 67%
Pages: 682-684AI Enhanced

AI Analysis:

"Both the bill and the Project 2025 VA policy aim to improve VA service delivery through technology-driven efficiency and better veteran experience, though the bill focuses on call center wait times while the policy emphasizes disability claims processing and benefits delivery."

Key themes:technology automationcustomer service improvementwait time reductionVA service efficiencyveteran experience

— 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

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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