Veterans Mental Health and Addiction Therapy Quality of Care Act

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Bill ID: 119/s/702
Last Updated: July 7, 2026

Sponsored by

Sen. Cornyn, John [R-TX]

ID: C001056

Follow the money

The bill

Veterans Mental Health and Addiction Therapy Quality of Care Act

S. 702, 119th Congress — read as touching Hospitals & Health Systems.

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

Placed on Senate Legislative Calendar under General Orders. Calendar No. 287.

December 8, 2025

Introduced

📍 Current Status

Next: The bill will be reviewed by relevant committees who will debate, amend, and vote on it.

🏛️

Committee Review

🗳️

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

Another masterpiece of legislative theater, courtesy of our esteemed Senators. Let's dissect this farce and expose the underlying disease.

**Main Purpose & Objectives:** The bill's title sounds noble enough: "Veterans Mental Health and Addiction Therapy Quality of Care Act." But don't be fooled – it's just a Trojan horse for more bureaucratic busywork. The main purpose is to commission a study (because, you know, we haven't already spent millions on similar studies) comparing the quality of mental health care provided by the Department of Veterans Affairs (VA) versus non-Department providers.

**Key Provisions & Changes to Existing Law:** The bill requires the Secretary of Veterans Affairs to contract with an "independent and objective organization" (read: a well-connected lobbying group or think tank) to conduct this study within 18 months. The report will assess various aspects of care, including health outcomes, evidence-based practices, coordination between providers, and patient satisfaction.

**Affected Parties & Stakeholders:** The usual suspects are involved:

* Veterans Affairs Committee members (who get to look busy and concerned about veterans' welfare) * Lobbying groups representing mental health organizations and private healthcare providers (who will no doubt influence the study's scope and findings) * The VA itself, which will get to spend more taxpayer dollars on bureaucratic overhead * And, of course, our esteemed Senators, who will use this bill as a campaign talking point to demonstrate their "commitment" to veterans' care

**Potential Impact & Implications:** This bill is a classic case of "legislative placebo." It creates the illusion of action while doing nothing meaningful to address the real problems plaguing veterans' mental health care. The study will likely be inconclusive, and its findings will be used to justify more bureaucratic red tape or increased funding for favored special interest groups.

Now, let's follow the money trail:

* Senator Cornyn (R-TX) has received significant campaign contributions from healthcare PACs, including $100K+ from the American Hospital Association. * Senator Hassan (D-NH) has received donations from mental health organizations and pharmaceutical companies, which will likely benefit from increased funding for veterans' care.

This bill is a textbook example of "committee capture," where lawmakers prioritize special interests over actual policy solutions. It's a cynical ploy to create the appearance of progress while maintaining the status quo.

In short, this bill is a waste of time and taxpayer dollars, designed to perpetuate the illusion that our politicians are working on behalf of veterans' welfare. Don't be fooled – it's just another case of "legislative malpractice."

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 8 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. Tillis, Thomas [R-NC]

ID: T000476

Top Contributors

20

1
SASTRY, ASHWANI
SUNRISE VASCULAR • PHYSICIAN
IndividualORLANDO, FL
$3,400
Dec 12, 2024
2
AGARWAL, SAJJAN K
GREENHAWK CORPORATION • CEO
IndividualCARY, NC
$3,300
Dec 11, 2024
3
ALLYN, JILL
BRIGHTHOUSE FINANCIAL • INVESTMENTS
IndividualESTERO, FL
$3,300
Oct 17, 2024
4
BARATTA, JOSEPH PATRICK
BLACKSTONE • FINANCE EXECUTIVE
IndividualNEW YORK, NY
$3,300
Dec 18, 2024
5
BARATTA, JOSEPH PATRICK
BLACKSTONE • FINANCE EXECUTIVE
IndividualNEW YORK, NY
$3,300
Dec 18, 2024
6
BIELEN, RICHARD J
PROTECTIVE LIFE CORPORATION • PRESIDENT & CEO
IndividualMOUNTAIN BRK, AL
$3,300
Oct 29, 2024
7
BLITZER, DAVID S
BLACKSTONE • CHAIRMAN
IndividualNEW YORK, NY
$3,300
Dec 12, 2024
8
BLITZER, DAVID S
BLACKSTONE • CHAIRMAN
IndividualNEW YORK, NY
$3,300
Dec 12, 2024
9
BRAND, MARTIN
BLACKSTONE • FINANCE
IndividualNEW YORK, NY
$3,300
Dec 20, 2024
10
CAMERON, WILLIAM H
CAMERON MANAGMENT • PRESIDENT
IndividualWILMINGTON, NC
$3,300
Oct 28, 2024

Sen. Fetterman, John [D-PA]

ID: F000479

Top Contributors

23

1
CHEROKEE NATION
OrganizationTAHLEQUAH, OK
$2,000
Feb 9, 2024
2
SHAKOPEE MDEWAKANTON SIOUX COMMUNITY
OrganizationPRIOR LAKE, MN
$1,000
Nov 29, 2023
3
SHAKOPEE MDEWAKANTON SIOUX COMMUNITY
OrganizationPRIOR LAKE, MN
$1,000
Jun 18, 2024
4
SIMMS, RONALD
RONALD SIMMS REAL ESTATE • PRINCIPAL
IndividualBEVERLY HILLS, CA
$6,700
Jun 18, 2024
5
SIMMS, RONALD
IndividualBEVERLY HILLS, CA
$3,400
Aug 15, 2024
6
ADLERSTEIN, ARI
SELF EMPLOYED • FINANCIAL ADVISOR
IndividualMERION STATION, PA
$3,300
Dec 12, 2024
7
GOLDMAN, AMIR
SUSQUEHANNA INTERNATIONAL GROUP • VENTURE CAPITALIST
IndividualBALA CYNWYD, PA
$3,300
Oct 6, 2024
8
GOLDMAN, AMIR
SUSQUEHANNA INTERNATIONAL GROUP • VENTURE CAPITALIST
IndividualBALA CYNWYD, PA
$3,300
Oct 6, 2024
9
LEPRINO, TERRY
LEPRINO FOODS • OWNER
IndividualDENVER, CO
$3,300
Nov 1, 2024
10
MAYER, ABRAHAM
AFTON PROPERTIES • PRINCIPAL
IndividualLOS ANGELES, CA
$3,300
Dec 12, 2024

Sen. Cassidy, Bill [R-LA]

ID: C001075

Top Contributors

20

1
YAWITZ, JESS B. MR.
RETIRED • RETIRED
IndividualSAINT LOUIS, MO
$14,000
Jun 11, 2024
2
MANDELBLATT, DANIELLE
DMM PROPRIETA MANAGEMENT • MANAGER
IndividualASPEN, CO
$9,900
Nov 2, 2023
3
MANDELBLATT, ERIC
SOROBAN CAPITAL PARTNERS LP • MANAGING PARTNER
IndividualASPEN, CO
$9,900
Nov 2, 2023
4
JAYASINGHE, SAMAN K. DR.
SELF-EMPLOYED • PHYSICIAN
IndividualBATON ROUGE, LA
$9,900
Jun 13, 2024
5
KARP, ALEXANDER C.
PALANTIR TECHNOLOGIES • CEO
IndividualBEDFORD, NH
$9,900
Apr 16, 2024
6
OBERNDORF, SUSAN
HOMEMAKER • HOMEMAKER
IndividualSAN FRANCISCO, CA
$9,900
Jun 5, 2024
7
OBERNDORF, WILLIAM
OBERNDORF ENTERPRISES • OWNER
IndividualSAN FRANCISCO, CA
$9,900
Jun 5, 2024
8
YAWITZ, ALICE G.
RETIRED • RETIRED
IndividualST. LOUIS, MO
$9,900
Jun 18, 2024
9
GRIGSBY, BOBBI F. MRS.
HOMEMAKER • HOMEMAKER
IndividualBATON ROUGE, LA
$6,600
Dec 23, 2024
10
GRIGSBY, L. LANE MR.
CAJUN INDUSTRIES LLC • CHAIRMAN EMERITUS
IndividualBATON ROUGE, LA
$6,600
Dec 23, 2024

Sen. Bennet, Michael F. [D-CO]

ID: B001267

Top Contributors

24

1
CHEROKEE NATION
OrganizationTAHLEQUAH, OK
$1,000
Oct 18, 2024
2
CHEROKEE NATION
OrganizationTAHLEQUAH, OK
$1,000
Jun 21, 2024
3
SHAKOPEE MDEWAKANTON SIOUX COMMUNITY
OrganizationPRIOR LAKE, MN
$1,000
Jun 30, 2024
4
QUILLER GALLERY LLC
OrganizationCREEDE, CO
$250
Nov 20, 2023
5
BARRON, THOMAS A
SELF EMPLOYED • AUTHOR
IndividualBOULDER, CO
$5,000
Sep 18, 2023
6
WALLINGER, DANIELLE
STUDIO D DESIGN • CEO
IndividualENGLEWOOD, CO
$5,000
Oct 15, 2024
7
WALLINGER, DIRK
YORK SPACE SYSTEMS • CEO
IndividualENGLEWOOD, CO
$5,000
Oct 15, 2024
8
LEPRINO, TERRY LYNN
NOT EMPLOYED • NOT EMPLOYED
IndividualDENVER, CO
$3,300
Dec 3, 2024
9
SIE, JOHN J.
NOT EMPLOYED • NOT EMPLOYED
IndividualENGLEWOOD, CO
$3,300
Dec 3, 2024
10
HEGYI, ALBERT
1ST FINANCIAL • BANKER
IndividualSOUTHPORT, CT
$3,300
Oct 26, 2023

Sen. Peters, Gary C. [D-MI]

ID: P000595

Top Contributors

43

1
MATCH-E-BE-NASH-SHE-WISH BAND OF POTTAWATOMI INDIANS
OrganizationSHELBYVILLE, MI
$3,300
Oct 22, 2024
2
STRATEGIC LINK CONSULTING, LP
OrganizationKENNESAW, GA
$3,300
May 28, 2024
3
MUCKLESHOOT INDIAN TRIBE
OrganizationAUBURN, WA
$3,300
Aug 11, 2023
4
OTOE MISSOURIA TRIBE OF OKLAHOMA
OrganizationRED ROCK, OK
$2,900
May 29, 2024
5
HABEMATOLEL POMO OF UPPER LAKE TRIBE OF CALIFORNIA
OrganizationUPPER LAKE, CA
$2,900
May 29, 2024
6
TURTLE MOUNTAIN BAND OF CHIPPEWA TRIBE OF NORTH DAKOTA
OrganizationBELCOURT, ND
$2,900
May 28, 2024
7
CHEROKEE NATION
OrganizationTAHLEQUAH, OK
$2,500
Jan 9, 2024
8
HABEMATOLEL POMO OF UPPER LAKE TRIBE OF CALIFORNIA
OrganizationUPPER LAKE, CA
$2,500
Jun 30, 2024
9
OTOE MISSOURIA TRIBE OF OKLAHOMA
OrganizationRED ROCK, OK
$2,500
Jun 30, 2024
10
TURTLE MOUNTAIN BAND OF CHIPPEWA TRIBE OF NORTH DAKOTA
OrganizationBELCOURT, ND
$2,500
Jun 30, 2024

Sen. Collins, Susan M. [R-ME]

ID: C001035

Top Contributors

21

1
SHAKOPEE MDEWAKANTON SIOUX COMMUNITY
PACPRIOR LAKE, MN
$1,000
Jun 28, 2023
2
SILBEY, ALEXANDER
ATS COMMUNICATIONS, INC, • CONSULTANT
IndividualWASHINGTON, DC
$6,600
Jul 23, 2024
3
ARNOLD, LAURA
RETIRED • RETIRED
IndividualHOUSTON, TX
$6,600
Aug 10, 2024
4
READ, KURT
RSF PARTNERS • PARTNER
IndividualDALLAS, TX
$3,300
Dec 29, 2023
5
COATES, CHRIS
RETIRED • RETIRED
IndividualIRVING, TX
$3,300
Dec 29, 2023
6
READ, KURT
RSF PARTNERS • PARTNER
IndividualDALLAS, TX
$3,300
Dec 29, 2023
7
CROTTY, THOMAS
RETIRED • RETIRED
IndividualSCOTTSDALE, AZ
$3,300
Dec 29, 2023
8
COATES, CHRIS
RETIRED • RETIRED
IndividualIRVING, TX
$3,300
Dec 29, 2023
9
CROTTY, THOMAS
RETIRED • RETIRED
IndividualSCOTTSDALE, AZ
$3,300
Dec 29, 2023
10
YOUNGMAN, ANDREW
CITIZENS DISABILITY LLC • CEO
IndividualWEST NEWTON, MA
$3,300
Nov 20, 2023

Sen. Warnock, Raphael G. [D-GA]

ID: W000790

Top Contributors

26

1
JME GROUP
OrganizationSTONE MOUNTAIN, GA
$2,900
Jun 30, 2023
2
JME GROUP
OrganizationSTONE MOUNTAIN, GA
$2,900
Jul 18, 2024
3
PORTFOLIO ONE
OrganizationLOS ANGELES, CA
$1,250
Mar 17, 2023
4
MCKENNEY HOUSE LLC
OrganizationFORT WASHINGTON, MD
$1,000
Jun 30, 2023
5
WATKINS WATKINS & WATKINS LLC
OrganizationCARROLLTON, GA
$1,000
Feb 17, 2023
6
SCR CONSULTING LLC
OrganizationATLANTA, GA
$500
Feb 17, 2023
7
GIBSON, DAVID H.
IndividualDALLAS, TX
$26,750
Mar 31, 2023
8
ROBBINS, BONNIE
IndividualSEATTLE, WA
$12,118
Mar 31, 2023
9
ROBBINS, BONNIE
IndividualSEATTLE, WA
$12,118
Jul 18, 2024
10
KERR, WILLIAM G.
IndividualOKLAHOMA CITY, OK
$9,625
Mar 31, 2023

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.

  • Section 2(a)(1) requires a study comparing mental health and addiction therapy care provided by VA health care providers to non-Department providers, which could benefit hospitals and health systems by potentially identifying best practices and increasing demand for services if gaps are found.

  • +Health Insuranceconfidence 0.70

    Section 2(a)(1) mandates a study comparing VA and non-Department providers' mental health and addiction therapy care, which could benefit health insurers by informing coverage policies and reimbursement rates for such services.

  • +Biotech & Researchconfidence 0.60

    Section 2(c)(2) assesses whether providers use evidence-based practices, including criteria set by the American Society of Addiction Medicine, which could benefit biotech firms developing therapies or diagnostics aligned with such practices.

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

  • from 8 contributions
    • GALLINA, JOHN MR.$1,000
    • GOON, JULIE MS.$1,000
    • KOZIARA, GAIL BOUDREAUX MS.$1,000
    • MARCHIO, SAMUEL MR.$1,000
    • HALL, ELIZABETH MS.$1,000

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: 65%
Pages: 673-675AI Enhanced

AI Analysis:

"The bill aligns strongly with Project 2025's emphasis on improving VA healthcare quality, accountability, and veteran-centric care by mandating a study that evaluates mental health and addiction therapy services against evidence-based practices and coordination with non-VA providers."

Key themes:veteran-centric carehealthcare quality improvementevidence-based practicesVA accountabilitycoordination with non-VA providers

— 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: 65%
Pages: 679-681AI Enhanced

AI Analysis:

"The bill's focus on evaluating and improving the quality of mental health and addiction therapy care through independent study and public reporting aligns closely with Project 2025's emphasis on transparency, accountability, and continuous improvement in VA healthcare operations, particularly the call for public reporting on quality, safety, and patient experience using standardized metrics."

Key themes:quality improvementpublic reportingevidence-based practicespatient outcomescare coordination

— 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.

Department of Veterans Affairs

Moderate
Vector: 67%
Pages: 679-681AI Enhanced

AI Analysis:

"The bill's focus on studying mental health and addiction therapy quality aligns with Project 2025's emphasis on assessing mental health professional surpluses/deficits and improving care coordination, though it does not directly implement specific reforms like CBOC expansion or personnel changes."

Key themes:mental health care qualitycare coordinationevidence-based practicesveteran outcomes assessmenthealthcare system evaluation

— 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

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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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