Blue Skies for Taiwan Act of 2026

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Bill ID: 119/s/4259
Last Updated: September 13, 2026

Sponsored by

Sen. Merkley, Jeff [D-OR]

ID: M001176

Follow the money

The bill

Blue Skies for Taiwan Act of 2026

S. 4259, 119th Congress — read as touching Defense Contractors.

The sponsor

Sen. Merkley, Jeff [D-OR]

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

The money

$87,300 raised

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

The alignment

95% match to Project 2025

This bill's text tracks the "Section 2: The Common Defense" section, p. 125-127 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. 507.

July 26, 2026

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

**Summary of S. 4259: Blue Skies for Taiwan Act of 2026**

**1. Main Purpose & Objectives** The stated purpose of the Blue Skies for Taiwan Act of 2026 is to bolster U.S. national security and Taiwan’s defense resilience by promoting the development, production, and deployment of secure, resilient Unmanned Aerial Systems (UAS) in the Indo-Pacific. Ostensibly, this is about countering Chinese gray-zone aggression—routine PRC drone incursions meant to wear down Taiwan without triggering open conflict. The bill frames Taiwan as a vital democratic partner and positions UAS as a cornerstone of asymmetric defense: cheap, numerous, hard-to-stop systems that could swamp a PLA invasion. But let’s be real—this isn’t just about drones. It’s about deepening U.S.-Taiwan military-industrial entanglement under the guise of “resilience,” while avoiding the political third rail of formal arms sales. The real objective? Create a PRC-free drone supply chain that benefits U.S. defense contractors, gives Taiwan a veneer of self-reliance, and lets Washington say it’s “helping” without committing to defend Taiwan outright. Classic strategic ambiguity with a tech upgrade.

**2. Key Provisions & Changes to Existing Law** The bill’s core mechanism is the establishment of a **Blue UAS Working Group**, co-led by the Secretaries of State and Defense, tasked with assessing Taiwan’s drone industrial capacity, identifying barriers to integrating Taiwanese-made components into the Department of Defense’s Blue UAS program (which certifies drones as free of risky foreign—read: Chinese—parts), and recommending pathways for co-development, co-production, and inclusion in initiatives like the Pentagon’s Replicator program. It mandates annual reports to congressional defense and foreign affairs committees for three years, including classified annexes. The bill also directs exploration of collaboration with the Army Organic Industrial Base (arsenals, depots) for testing and sustainment. Notably, it does *not* authorize funding, direct transfers, or procurement—it’s a study-and-recommendation vehicle. No new legal authorities are created; it’s all about leveraging existing programs (Blue UAS, PIPIR, Replicator) to inch Taiwan closer to interoperability without triggering Beijing’s red lines.

**3. Affected Parties & Stakeholders** - **Taiwanese drone manufacturers**: Potential beneficiaries if they can meet U.S. cybersecurity and export-control standards—though the bill admits they struggle with capital, certification, and competing against PRC-subsidized firms. - **U.S. defense contractors**: Stand to gain from co-development deals, technology licensing, and eventual integration of Taiwanese components into Blue UAS supply chains—profiting from the “de-risking” of drone procurement. - **Taiwan’s military**: Could gain access to more secure, interoperable UAS for reconnaissance, targeting, and asymmetric warfare—if the working group’s recommendations lead to actual fielding. - **U.S. policymakers**: Get a low-cost, low-risk way to signal support for Taiwan while avoiding direct confrontation with China. - **Beijing**: Will view this as another provocation—a stealthy effort to strengthen Taiwan’s military self-sufficiency and deepen its ties to the U.S. defense ecosystem, even if no weapons change hands yet. - **American taxpayers**: Fund the working group’s studies, travel, and reports—another round of “strategic assessment” theater with delayed or uncertain payoff.

**4. Potential Impact & Implications** In the short term, this bill produces paperwork, not firepower. It’s a bureaucratic pacifier for China hawks who want to “do something” about Taiwan without risking escalation. The real test comes in the implementation: Can Taiwan’s drone firms actually meet Blue UAS standards? Will the U.S. share sensitive tech? Will Congress ever appropriate funds for actual procurement? History suggests these working groups often become tombs for good intentions—studies pile up, recommendations languish, and nothing flies. But if successful, it could quietly build a resilient, PRC-independent drone ecosystem that enhances Taiwan’s ability to detect, harass, and deter invasion—while giving

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💰 Campaign Finance Network

Sen. Merkley, Jeff [D-OR]

Congress 119 • 2024 Election Cycle

Total Contributions
$87,300
21 donors
PACs
$0
Organizations
$11,400
Committees
$0
Individuals
$75,900

No PAC contributions found

1
AK-CHIN INDIAN COMMUNITY
1 transaction
$2,500
2
CHEROKEE NATION
1 transaction
$2,500
3
SISSETON-WAHPETON OYATE
1 transaction
$2,000
4
SHAKOPEE MDEWAKANTON SIOUX COMMUNITY
2 transactions
$1,400
5
CONFEDERATED TRIBES AND BANDS OF THE YAKAMA NATION
1 transaction
$1,000
6
CHOCTAW NATION OF OKLAHOMA
1 transaction
$1,000
7
MISSISSIPPI BAND OF CHOCTAW INDIANS
1 transaction
$1,000

No committee contributions found

1
SHENOY, SUNIL
2 transactions
$10,000
2
BOONE, GARRETT
2 transactions
$6,600
3
GARVER, CURTIS MIKE
2 transactions
$6,600
4
BOONE, CECILIA
2 transactions
$6,600
5
RECHNITZ, JOAN
2 transactions
$6,600
6
SOHN, RICHARD FOHS
2 transactions
$6,600
7
STUBBS, MARILYN L.
1 transaction
$5,000
8
BARNHART, PHILIP N.
1 transaction
$5,000
9
HEATHERINGTON, JEFF S.
1 transaction
$5,000
10
BIGLAN, ANTHONY
1 transaction
$5,000
11
CROWLEY, MATTHEW
1 transaction
$3,300
12
GORDON, PATRICIA
1 transaction
$3,300
13
STUBBS, ERVIN GENE
1 transaction
$3,200
14
LEWIS, MARY L.
1 transaction
$3,100

Cosponsors & Their Campaign Finance

This bill has 4 cosponsors. Below are their top campaign contributors.

Sen. Cruz, Ted [R-TX]

ID: C001098

Top Contributors

52

1
WINRED
PACARLINGTON, VA
$1,167,293
Nov 1, 2024
2
WINRED
PACARLINGTON, VA
$330,599
Nov 5, 2024
3
FASKEN MANAGEMENT
OrganizationMIDLAND, TX
$10,000
May 24, 2023
4
REPUBLICAN PARTY OF HARRISON COUNTY
OrganizationMARSHALL, TX
$4,000
Oct 16, 2024
5
FOLAD ENTERPRISES LLC
OrganizationPINELLAS PARK, FL
$2,000
May 20, 2024
6
BALCH & BINGHAM LLP
OrganizationBIRMINGHAM, AL
$1,000
May 20, 2024
7
PARTNERS HOTEL GROUP LLC
OrganizationMURPHY, TX
$1,000
Jun 7, 2023
8
KHAT INVESTMENS LLC
OrganizationMIDLAND, TX
$1,000
Jun 30, 2023
9
PJB INVESTMENT ADVISORS LLC
OrganizationADDISON, TX
$800
May 1, 2024
10
GRANT MORELAND LP LLC
OrganizationGILMER, TX
$750
Sep 19, 2024

Sen. Curtis, John R. [R-UT]

ID: C001114

Top Contributors

25

1
KELLER INVESTMENTS PROPERTIES
OrganizationCENTERVILLE, UT
$29,800
Dec 31, 2023
2
SUQUAMISH INDIAN TRIBE
OrganizationSUQUAMISH, WA
$1,000
Aug 14, 2024
3
TENNIS & SUN LC
OrganizationSALT LAKE CITY, UT
$1,000
Jun 10, 2024
4
BGR GOVERNMENT AFFAIRS, LLC
OrganizationWASHINGTON, DC
$1,000
Mar 25, 2024
5
FUGAL COMMERCIAL SERVICES INC
OrganizationSALT LAKE CITY, UT
$1,000
Sep 13, 2023
6
STEEL, SHAWN
STEEL & EISNER, LLP • ATTORNEY
IndividualSURFSIDE, CA
$10,000
Mar 25, 2024
7
STEEL, SHAWN
STEEL & EISNER, LLP • ATTORNEY
IndividualSURFSIDE, CA
$10,000
Mar 25, 2024
8
BAKER, PAUL
RETIRED • RETIRED
IndividualTUCSON, AZ
$6,600
Jun 5, 2024
9
BAKER, PAUL
RETIRED • RETIRED
IndividualTUCSON, AZ
$6,600
Jun 5, 2024
10
BERKLEY, WILLIAM
WRBC • CHAIRMAN
IndividualKEY LARGO, FL
$6,600
Jun 7, 2024

Sen. Kim, Andy [D-NJ]

ID: K000394

Top Contributors

29

1
THE CHICKASAW NATION
OrganizationADA, OK
$6,600
Sep 11, 2024
2
THE CHICKASAW NATION
OrganizationADA, OK
$3,300
Sep 30, 2024
3
JSTREETPAC
CONDUIT TOTAL LISTED IN AGG. FIELD
OrganizationWASHINGTON, DC
$1,000
Feb 15, 2024
4
JSTREETPAC
CONDUIT TOTAL LISTED IN AGG. FIELD
OrganizationWASHINGTON, DC
$1,000
Feb 15, 2024
5
JSTREETPAC
CONDUIT TOTAL LISTED IN AGG. FIELD
OrganizationWASHINGTON, DC
$500
Jan 11, 2024
6
COUNCIL FOR A LIVABLE WORLD
CONDUIT TOTAL LISTED IN AGG. FIELD
OrganizationWASHINGTON, DC
$500
Oct 11, 2023
7
GIVE CHANCES
OrganizationNORTHVALE, NJ
$300
Jul 10, 2023
8
GIVE CHANCES
OrganizationNORTHVALE, NJ
$300
Apr 26, 2023
9
JSTREETPAC
CONDUIT TOTAL LISTED IN AGG. FIELD
OrganizationWASHINGTON, DC
$250
Feb 15, 2024
10
KIM, ANTHONY
CENTERVIEW PARTNERS • FINANCE
IndividualNEW YORK, NY
$6,600
Sep 30, 2023

Sen. Coons, Christopher A. [D-DE]

ID: C001088

Top Contributors

22

1
CHEROKEE NATION
OrganizationTAHLEQUAH, OK
$3,300
Dec 27, 2023
2
CHEROKEE NATION
OrganizationTAHLEQUAH, OK
$1,700
Dec 27, 2023
3
CHEN, YU
NOT EMPLOYED • NOT EMPLOYED
IndividualMIAMI, FL
$3,300
Dec 17, 2024
4
MIRZAIE, REZA
RUSS AUGUST & KABAT LLP • ATTORNEY
IndividualPACIFIC PALISADES, CA
$3,300
Oct 7, 2024
5
CHEN, YU
NOT EMPLOYED • NOT EMPLOYED
IndividualMIAMI, FL
$3,300
Dec 17, 2024
6
WASSERMAN, CASEY
WASSERMAN • CEO
IndividualLOS ANGELES, CA
$3,300
Nov 5, 2024
7
ZHAO, PENG
CITADEL SECURITIES • CEO
IndividualMIAMI, FL
$3,300
Dec 17, 2024
8
WASSERMAN, CASEY
WASSERMAN • CEO
IndividualLOS ANGELES, CA
$3,300
Nov 5, 2024
9
ZHAO, PENG
CITADEL SECURITIES • CEO
IndividualMIAMI, FL
$3,300
Dec 17, 2024
10
MIRZAIE, REZA
RUSS AUGUST & KABAT LLP • ATTORNEY
IndividualPACIFIC PALISADES, CA
$3,300
Oct 7, 2024

Donor Network - Sen. Merkley, Jeff [D-OR]

PACs
Organizations
Individuals
Politicians

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

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Showing 61 nodes and 74 connections

Total contributions: $74

Top Donors - Sen. Merkley, Jeff [D-OR]

Showing top 21 donors by contribution amount

7 Orgs14 Individuals

Industry Impact

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

  • +Defense Contractorsconfidence 0.80

    Section 4 establishes a Blue UAS working group to assess Taiwan's domestic drone production capacity and evaluate opportunities for public-private partnerships, which could benefit defense contractors.

  • Section 5 promotes secure, PRC-independent UAS supply chains and enhances interoperability, which could benefit the commercial aerospace industry.

  • +Cybersecurityconfidence 0.60

    Section 6 develops a fast-track process for Blue UAS certification, including expedited export control reviews and licensing, which could benefit cybersecurity companies.

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.

Section 2: The Common Defense

Very Strong
Vector: 63%
Pages: 125-127AI Enhanced

AI Analysis:

"The bill directly implements Project 2025's denial defense strategy for Taiwan by strengthening Taiwan's asymmetric UAS capabilities, reducing reliance on Chinese components, and promoting allied burden-sharing and interoperability to counter China's military threat."

Key themes:denial defenseTaiwan securityallied burden-sharingcountering Chinasecure supply chains

— 93 — Department of Defense U.S. access to the world’s most important market. Preventing this from happening must be the top priority for American foreign and defense policy. Beijing presents a challenge to American interests across the domains of national power, but the military threat that it poses is especially acute and signif- icant. China is undertaking a historic military buildup that includes increasing capability for power projection not only in its own region, but also far beyond as well as a dramatic expansion of its nuclear forces that could result in a nuclear force that matches or exceeds America’s own nuclear arsenal. The most severe immediate threat that Beijing’s military poses, however, is to Taiwan and other U.S. allies along the first island chain in the Western Pacific. If China could subordinate Taiwan or allies like the Philippines, South Korea, and Japan, it could break apart any balancing coalition that is designed to prevent Bei- jing’s hegemony over Asia. Accordingly, the United States must ensure that China does not succeed. This requires a denial defense: the ability to make the subordi- nation of Taiwan or other U.S. allies in Asia prohibitively difficult. Critically, the United States must be able to do this at a level of cost and risk that Americans are willing to bear given the relative importance of Taiwan to China and to the U.S. The United States and its allies also face real threats from Russia, as evidenced by Vladimir Putin’s brutal war in Ukraine, as well as from Iran, North Korea, and transnational terrorism at a time when decades of ill-advised military operations in the Greater Middle East, the atrophy of our defense industrial base, the impact of sequestration, and effective disarmament by many U.S. allies have exacted a high toll on America’s military. This is a grim landscape. The United States needs to deal with these threats forthrightly and with strength, but it also needs to be realistic. It cannot wish away these problems. Rather, it must confront them with a clear-eyed recognition of the need for choice, discipline, and adequate resources for defense. In this light, U.S. defense strategy must identify China unequivocally as the top priority for U.S. defense planning while modernizing and expanding the U.S. nuclear arsenal and sustaining an efficient and effective counterterrorism enterprise. U.S. allies must also step up, with some joining the United States in taking on China in Asia while others take more of a lead in dealing with threats from Russia in Europe, Iran, the Middle East, and North Korea. The reality is that achieving these goals will require more spending on defense, both by the United States and by its allies, as well as active support for reindustrialization and more support for allies’ productive capacity so that we can scale our free- world efforts together. Needed Reforms l Prioritize a denial defense against China. U.S. defense planning should focus on China and, in particular, the effective denial defense of Taiwan. — 94 — Mandate for Leadership: The Conservative Promise This focus and priority for U.S. defense activities will deny China the first island chain. 1. Require that all U.S. defense efforts, from force planning to employment and posture, focus on ensuring the ability of American forces to prevail in the pacing scenario and deny China a fait accompli against Taiwan. 2. Prioritize the U.S. conventional force planning construct to defeat a Chinese invasion of Taiwan before allocating resources to other missions, such as simultaneously fighting another conflict. l Increase allied conventional defense burden-sharing. U.S. allies must take far greater responsibility for their conventional defense. U.S. allies must play their part not only in dealing with China, but also in dealing with threats from Russia, Iran, and North Korea. 1. Make burden-sharing a central part of U.S. defense strategy with the United States not just helping allies to step up, but strongly encouraging them to do so. 2. Support greater spending and collaboration by Taiwan and allies in the Asia–Pacific like Japan and Australia to create a collective defense model. 3. Transform NATO so that U.S. allies are capable of fielding the great majority of the conventional forces required to deter Russia while relying on the United States primarily for our nuclear deterrent, and select other capabilities while reducing the U.S. force posture in Europe. 4. Sustain support for Israel even as America empowers Gulf partners to take responsibility for their own coastal, air, and missile defenses both individually and working collectively. 5. Enable South Korea to take the lead in its conventional defense against North Korea. l Implement nuclear modernization and expansion. The United States manifestly needs to modernize, adapt, and expand its nuclear arsenal. Russia maintains and is actively brandishing a very large nuclear arsenal, but China is also undertaking a historic nuclear breakout.

Section 2: The Common Defense

Very Strong
Vector: 60%
Pages: 125-127AI Enhanced

AI Analysis:

"The Blue Skies for Taiwan Act of 2026 directly supports Project 2025's priority of prioritizing a denial defense against China by enhancing Taiwan's asymmetric defense capabilities through secure UAS development, reducing reliance on Chinese components, and strengthening regional interoperability—all core elements of the Project 2025 defense strategy."

Key themes:denial defense against ChinaTaiwan defense resiliencesecure supply chainsUAS technology modernizationregional allied interoperability

— 92 — Mandate for Leadership: The Conservative Promise of illicit narcotics flows—more than four times as many people in one year as we lost in our 20-year war against al-Qaeda. We also are witnessing a transformation in the character of war. The democ- ratization of technology and the collapse of time and space require dramatic, thoughtful changes in how we defend, deter, and fight. As with any huge bureau- cracy—and the DOD is one of the world’s largest—breaking the status quo requires leadership and endurance. Technology is critical to maintaining our warfighting primacy, but we must be leery of the siren song that technology alone can protect us. More important is how new technologies are developed, tested, procured, and used, and that relies on the true competitive advantages of our people: ingenuity, common sense, and thoughtfulness grounded in a free society. Because war will continue to be the most stressful and consequential human endeavor, the most powerful weapon systems will remain the six inches between the ears of our citi- zens and the strength of their hearts and content of their souls. Military service is the most difficult task we ask of our citizens, and our nation is enormously blessed that so many young, patriotic Americans eagerly volunteer to carry such a heavy burden. We owe them everything, and we must do better. To do better, however, means recognizing and implementing four overriding priorities: l Priority No. 1: Reestablish a culture of command accountability, nonpoliticization, and warfighting focus. l Priority No. 2: Transform our armed forces for maximum effectiveness in an era of great-power competition. l Priority No. 3: Provide necessary support to Department of Homeland Security (DHS) border protection operations. Border protection is a national security issue that requires sustained attention and effort by all elements of the executive branch. l Priority No. 4: Demand financial transparency and accountability. This chapter offers recommendations for improving our armed forces and the civilian organizations that support and oversee them. DOD POLICY By far the most significant danger to Americans’ security, freedoms, and pros- perity is China. China is by any measure the most powerful state in the world other than the United States itself. It apparently aspires to dominate Asia and then, from that position, become globally preeminent. If Beijing could achieve this goal, it could dramatically undermine America’s core interests, including by restricting — 93 — Department of Defense U.S. access to the world’s most important market. Preventing this from happening must be the top priority for American foreign and defense policy. Beijing presents a challenge to American interests across the domains of national power, but the military threat that it poses is especially acute and signif- icant. China is undertaking a historic military buildup that includes increasing capability for power projection not only in its own region, but also far beyond as well as a dramatic expansion of its nuclear forces that could result in a nuclear force that matches or exceeds America’s own nuclear arsenal. The most severe immediate threat that Beijing’s military poses, however, is to Taiwan and other U.S. allies along the first island chain in the Western Pacific. If China could subordinate Taiwan or allies like the Philippines, South Korea, and Japan, it could break apart any balancing coalition that is designed to prevent Bei- jing’s hegemony over Asia. Accordingly, the United States must ensure that China does not succeed. This requires a denial defense: the ability to make the subordi- nation of Taiwan or other U.S. allies in Asia prohibitively difficult. Critically, the United States must be able to do this at a level of cost and risk that Americans are willing to bear given the relative importance of Taiwan to China and to the U.S. The United States and its allies also face real threats from Russia, as evidenced by Vladimir Putin’s brutal war in Ukraine, as well as from Iran, North Korea, and transnational terrorism at a time when decades of ill-advised military operations in the Greater Middle East, the atrophy of our defense industrial base, the impact of sequestration, and effective disarmament by many U.S. allies have exacted a high toll on America’s military. This is a grim landscape. The United States needs to deal with these threats forthrightly and with strength, but it also needs to be realistic. It cannot wish away these problems. Rather, it must confront them with a clear-eyed recognition of the need for choice, discipline, and adequate resources for defense. In this light, U.S. defense strategy must identify China unequivocally as the top priority for U.S. defense planning while modernizing and expanding the U.S. nuclear arsenal and sustaining an efficient and effective counterterrorism enterprise. U.S. allies must also step up, with some joining the United States in taking on China in Asia while others take more of a lead in dealing with threats from Russia in Europe, Iran, the Middle East, and North Korea. The reality is that achieving these goals will require more spending on defense, both by the United States and by its allies, as well as active support for reindustrialization and more support for allies’ productive capacity so that we can scale our free- world efforts together. Needed Reforms l Prioritize a denial defense against China. U.S. defense planning should focus on China and, in particular, the effective denial defense of Taiwan.

Department of Transportation

Moderate
Vector: 61%
Pages: 664-666AI Enhanced

AI Analysis:

"The bill focuses on enhancing UAS capabilities for Taiwan's defense and reducing reliance on Chinese components, which aligns with Project 2025's emphasis on reforming FAA oversight of drones and advanced air mobility to regain U.S. leadership in aviation technology. Both address drone integration and security, though the bill is Taiwan- and defense-focused while Project 2025 centers on domestic FAA reform and innovation adoption."

Key themes:drone regulationadvanced air mobilitytechnology certificationsupply chain securityaviation innovation

— 632 — Mandate for Leadership: The Conservative Promise not offer additional negotiations until the Chinese implement the agreements they have already signed. The current Administration’s policies in several areas that affect aviation and limit America’s future opportunities for growth are internally inconsistent. In addition to a New Entry Initiative, the new Administration should establish an interagency clearinghouse to drive consistent policies across the government on spectrum, drones, and advanced air mobility. FEDERAL AVIATION ADMINISTRATION With a budget of $18.6 billion requested for FY 202311 and an international regulatory footprint, the Federal Aviation Administration (FAA) is DOT’s most visible mode. It needs reform. Air traffic control (ATC) operations account for two-thirds of FAA’s budget, and the Air Traffic Organization (ATO) is far behind its counterparts in Australia, Canada, and Western Europe in implementing 21st century technology. The FAA’s primary mission is ATC; its two smaller functions are distributing federal airport grants and regulating all aspects of aviation safety. The FAA was once considered the world’s best government aviation agency. Those days are long past. In the more than five decades since 1958 when the Federal Aviation Agency (precursor to the Federal Aviation Administration) was formed, there have been notable developments in air traffic control technology, aircraft avionics, and engine reliability, but despite many well-intentioned attempts, there have been few changes in the FAA’s funding structure. The FAA is still improperly organized and financed, and the management reforms provided in the late 1990s remain largely unused. The FAA is 10 years older than DOT. It provides two separate and functionally different services: the world’s largest and most complex Air Navigation Service Provider (ANSP) and, at the same time, the world’s largest civil aviation regulatory and certificatory agency. The first is a 24/7/365 air traffic service provider. The second is an inherently governmental organization responsible for ensuring that aerospace operators, vehicles, airports, and ANSPs are properly certified and follow all FAA regulations. These two different organizations ought to run separately. The FAA is the only modern Civil Aviation Authority (CAA) in the world that does not assess fees for its services. Its funding structure, subject to the annual appropriations process, stifles efficiency and innovation—and the FAA does not innovate well. It spends too much time and money on research and development (R&D) and is not very good at either one. It should get out of the R&D business and focus on testing, evaluating, and certifying private-sector innovation much more quickly than it does today. The FAA workforce needs to modernize. The agency needs safety and certifi- cation experts, not professional airframe and powerplant mechanics (A&Ps). It — 633 — Department of Transportation needs to hire people trained to oversee mechanics, engineers, and pilots. It is time to consider promoting the FAA’s top executive team from within and requiring strict professional requirements for its top appointees. Organizations such as the FAA whose sole responsibility is public safety should be fully auditable and led by experts in their field or industry with oversight from DOT leadership. For 60 years, the FAA was the global leader in aerospace, from general aviation to commercial space, but the U.S. lead has vanished. The FAA’s overly bureaucratic, legalistic, byzantine, and more recently hyperpoliticized way of processing regu- lations, adopting innovation, publishing rules, and procuring new technologies has been eclipsed by foreign CAAs and ANSPs that are eagerly certifying drones and creating environments in which new technologies and new entrants, such as air taxis, can thrive. To regain America’s global leadership in aviation, the next Administration should: l Separate the FAA from DOT or, at a minimum, separate the ATO from the FAA. l Completely restructure the FAA’s funding system so that the nation’s aviation system is not held prisoner to annual appropriations or used as a political football to solve nonaviation problems. l Require the FAA to operate more like a business. The FAA has not made good use of the unique authority it has been given in areas like personnel and acquisition. In Europe, conventional control towers are being replaced by digital/remote towers with high-resolution cameras and other sensors on tall structures and at points adjoining runways. In Germany and Scandinavia, as many as 15 small air- ports can be controlled from one remote tower center. The FAA has yet to certify a single digital/remote tower. Text messaging between controllers and pilots is widespread over the oceans. The ATO began to implement what is now called DataComm in 2002 but sus- pended the project in 2003. This was restarted at airport control towers in 2016, but as of October 2022, it was available in only seven of the 20 high-altitude control centers. Current technology enables flights to be managed “anywhere from anywhere,” but the ATO resists consolidating its 20 aging centers into a much smaller number—and lacks the funds to consolidate them. The FAA as regulator and the ATO as traffic manager have no plans in place to handle millions of drones and other emerging technologies such as electric vertical take-off and landing (eVTOL) aircraft.

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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