US Airport Privatization: Why It Has Not Taken Off
FAA airport privatization program has slots for 10 airports
The report covers a range of potential privatization options and highlights case studies conducted at a variety of airports both within the United States and internationally.
Airport Privatization: Success or Failure
Over the last decade, the Puerto Rico Ports Authority (PRPA) has seen increasing levels of debt, declines in passenger numbers, and many of its facilities in need of significant upgrades. In December 2009, the PRPA filed an application to join the Federal Aviation Administration (FAA) Pilot Program for Airport Privatization. It was deemed this action would enable the Authority to reduce debt levels and provide the necessary private capital to fund improvements and upgrades at Luis Muñoz Marín International Airport (LMM). In June 2010, LeighFisher was retained as a lender's technical advisor by the P3 Authority.
BRADLEY INTERNATIONAL AIRPORT "PRIVATIZATION…
Title 49 U.S.C. Section 47134 establishes an airport privatization pilot program and authorizes the Department of Transportation to grant exemptions from certain Federal statutory and regulatory requirement for up to five airport privatization projects. The FAA Modernization and Reform Act of 2012 expanded the pilot program from five to ten airports. The application procedures require the FAA to publish a notice of receipt of the final application in the Federal Register and accept public comment on the final application for a period of 60 days.
In 1960, Nikolaev Airport was made into a passenger airport
59 re organization efforts for Terminal A at Boston Logan Airport to avoid the potential for costly litigation. This is a new form of cooperation in response to market failures of previous toll roads and other privatized assets.7. For strategic transportation projects, the role of the pri-vate sector is seen as one of delivery, not of definition or specification. A solicited approach to privatization pro-curements allows the public sponsor to maintain control of project identification (and therefore the overall strategy for the project and sector) while ensuring the private sec-tor is focused on the areas where it can best deliver value for money, namely, delivery of the service required.8. Although projects may appear to be similar, all have unique features, and these must be understood when developing the term and nature of the deal between the public and private sectors. Also, even the most technically complex project can be procured through privatization techniques. However, the involvement of the private sec-tor cannot fundamentally change the nature of a project. For example, a project that needs a significant subsidy if procured by traditional means will still need a subsidy if procured as a privatization. In addition, even infrastruc-ture of regional or national importance can, in principle, be procured through privatization techniques.