Evaluating and Implementing Airport Privatization and Public-Private Partnerships (2021) / Chapter Skim
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Pages 67-77
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From page 67... ...
67 Procurement -- Advertisement to Shortlist Introduction As discussed in Chapter 6, an airport P3 requires substantive changes to the airport's standard solicitation process to account for the complexity of a P3 procurement. Chapter 7 describes the procurement process between advertisement of the opportunity and "shortlist," or when select proposers are qualified to respond to the RFP.
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From page 68... ...
68 Evaluating and Implementing Airport Privatization and Public-Private Partnerships fee versus guaranteed maximum price)
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From page 69... ...
Procurement -- Advertisement to Shortlist 69 not view the transaction as successful until passenger air service is increased, or a banner land development occurs. It is necessary, then, for both the developer and airport owner to continue to articulate the project's long-term benefit and focus on incremental gains that satisfy the airport owner's goals.
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From page 70... ...
70 Evaluating and Implementing Airport Privatization and Public-Private Partnerships procurement and project as well as their external advisors. The bid team will generate detailed comments to the draft agreement, indicating where, in their opinion, risks or terms are not commercially or legally reasonable.
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From page 71... ...
Procurement -- Advertisement to Shortlist 71 LAX Integrated Express Solutions was announced as the preferred proponent on January 24, 2018. LAX Integrated Express Solutions earned the highest technical score, had the lowest project cost of the three teams that proposed, and scored highest in all major technical scoring and evaluation categories: technical merit, visual appeal, and user experience.
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From page 72... ...
72 Evaluating and Implementing Airport Privatization and Public-Private Partnerships did not favor a particular concept and clearly conveyed Denver International Airport's goals for the project. Unfortunately, the balance between objectivity in procurement and ensuring the airport priorities were met did not ultimately mesh for Denver International Airport, resulting in the termination of the developer.
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From page 73... ...
Procurement -- Advertisement to Shortlist 73 Best Practice: Stimulating Innovative Approaches Enabling bidders to improve the project design and/or reduce cost is a key benefit of P3s. Alternative technical concepts are utilized during the procurement process to bring innovation to the project.
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From page 74... ...
74 Evaluating and Implementing Airport Privatization and Public-Private Partnerships the airport's surrounding municipalities. The option-to-lease agreement, as a result, was in place for 2 years.
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From page 75... ...
Procurement -- Advertisement to Shortlist 75 Further, the lease agreement incorporates and mandates compliance with the technical specifications during construction and the operations and maintenance standards and provides remedies when either the agency or the developer does not meet its obligations. As the lease agreement governs the legal rights and liabilities of the parties, legal advisors often play a critical role in developing the agreement.
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From page 76... ...
76 Evaluating and Implementing Airport Privatization and Public-Private Partnerships Agreements Among Developer Entities In addition to the lease agreement executed between the agency and the developer, the developer team executes agreements among its constituent entities. These agreements flow between the design-builder, financiers, and operations and maintenance vendors, in addition to the various subcontractors to each of them.
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From page 77... ...
Procurement -- Advertisement to Shortlist 77 Legal, Policy, and Regulatory Considerations: Predevelopment Agreements (and/or Option-to-Lease Agreement) Some airports opt to select a developer based on qualifications (one-step procurement)
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