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本文是加拿大留学生assignment代写范文，主要内容是以加拿大公私混合控制的方式来分析机场私有化的利弊。
Executive Summary
Airports have evolved mainly as government-run enterprises. Now, many airports seek privatization in part to improve their abilities to compete in the new global economy. The manner of ownership covers a wide spectrum: government-owned and controlled airports, government-owned corporations, independent airport authorities, public-private partnerships with government majority ownership or with private majority ownership. Reasons to privatize an airport include an improved ability for an airport to diversify its operations to enhance profitability, to fund expansion, and to improve competitiveness. The arguments for privatization include that the falling availability of public funds, and a need to change to the market-oriented outlook that private businesses develop. Objections to airport privatization are related to the apprehension that a private operator will take advantage of the monopoly that airports represent in air travel. Not all airports are suitable for privatization. Some in the developed world, such as in the USA, are controlled by local governments and affected by airline requirements. The less developed countries and their airport authorities lack sufficient funds to develop their airports; although these countries need these airports, privatization is impractical, and alternate business plans must be developed. Unlike other countries, Canada, Australia, and New Zealand have taken the path of mixed public-private control to maintain power over matters that affect the public good. Privatization enables a long term focus to meet the demands of international competition, to maintain a customer-focused plan, and to free the government from providing subsidies to an unprofitable enterprise. The potential for Canada to completely privatize the National Airport System Airports is small due to the serving of the public good under the current system.
II Introduction
Airport privatization has become a trend in the past thirty years as economies change and the air transport sector matures. Airport management and ownership, once mainly the domain of governments, has evolved into a mix of public and private airport ownership. Airports must now compete with other airports around the world for business, and government may not be the best owner for a globally-competitive enterprise. Airports must have the freedom to compete on the commercial level, and not just provide a service to the travelling public. Airports seek privatization in part to improve their abilities to develop a customer-focused business plan. This paper will present a review of the history of privatization and predictions for the future of this trend, and a comparison of the means, effects, and relative success of government/ public vs. private control.
What is airport privatization?
Simply put it is the transfer of ownership or management or both to the private sector (Graham 2008, 15). The manner of ownership covers a wide spectrum: ‘airports owned and operated by government departments, 100% government-owned corporations, independent airport authorities, mixed enterprises with government majority ownership and mixed enterprises with private majority ownership’ (Tae et al 2006, abstract).
Analysis of the need to privatize
Airports have evolved mainly as government-run enterprises. They serve the public good, and were thus taken on as any other part of public infrastructure would be. Bridges, roads, ports, and other transportation-related projects have traditionally been part of the public good. However, many of these facilities are being privatized. Roads and bridges are now conceived of as wholly privately developed and owned, or as public-private partnerships.
Privatization can provide several benefits. It can remove the burden from the government’s finances, spread the risk associated with operations, and introduce ways to improve efficiency and competition. Often better airport management can be put in place. For example, if the airport is run under a government department, facility commercialization would be difficult. Private management can reorganize the accounting so that the airport’s costs and revenues can be monitored and adjusted, costs can be cut, and revenues boosted.
The arguments for privatization are many. Less public investment is needed; on the one hand, public funds are less available than they once were, and on the other hand, private corporations have a market-oriented outlook for their business plans. Improved access to commercial financial markets, improved ability for an airport to diversify, and improved operational efficiency may be the result. Employees and management are motivated to perform better. Lastly, a deregulated airline industry led to growth which the existing model of airport management and ownership could not handle.
Privatization may be a better option if market forces can enable competition rather than a monopoly, meaning less government regulation is necessary. This preserves the public good and makes the enterprise more likely to be profitable. Conversely, if the potential exists for a monopoly in a market, then the involvement of the government in ownership is necessary, and so is more government regulation. Table 1: ‘Government Control of Essential Elements of operations in three countries’, shows how Canada, Britain, and Australia deal with these concerns by maintaining control in key areas of the public good of aeronautical standards, access, and pricing.
III.Privatization Strategies
Privatization does not mean handing over of complete ownership to a corporation. The most practical scenario would be for a government to retain control over the type of facilities to be developed and other changes, while the operator, the commercial enterprise, oversees ‘day-to-day and year-to-year operations’ of the airport (de Neufville 1999, 6). The net benefit to the public interest would seem to be the lack of necessity to raise funds to expand or run the facility, or to service debt.
Types of Privatization
transfer of operations to private sector (Graham 2008, 25).
transfer of ownership to private sector (Graham 2008, 25).
share issues, IPOs: airport needs to make a profit; shareholders assume the risks
trade sale – sale of facilities
concession – control passes to private operator for a fixed period – this is how some new roads and bridges are managed in North America – annual fee paid to government, which retains ownership (Graham 2008, 32).
