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control were introduced to improve the airport's competitive advantage (Graham 2008, 17). A share issue was made in 1992 for expansion and improved commercial operations, signaling a transition to private sector control.

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. Many privatizations have taken place because the potential for airside growth is limited. In other words, the developed countries have reached saturation on airside growth, so they seek growth from commercial services. This means shopping, restaurants, hotels, joint ventures are added to the airport to add value and capture more dollars. In addition, Button asserts that the success of privatized airports has encouraged governments to change the management and operations of their airports to mirror what the privately-run operations are doing (2006, 3). Then, the facility is seen as a single monopoly, but as separate revenue-generating businesses. Privatization seems to enable a better response to market forces by developing commercial potential.

VI. Potential for Further Airport Privatization in Canada
Canada has followed the route of maintaining almost all operational facets under shared control, with no airports being fully privatized. See Table 3: Status of Privatization of Airports in Australia, Britain and Canada before (B) and after Privatization (P) for a comparison of how control was changed after a degree of privatization. Australia and Britain have given control of finance and operations to the private operators, while Canada has retained it. To address local community and economy concerns, maintaining a partnership may be the better route to follow, and experience will show which method is better. Despite what the author of 'US Airport Privatization' found, privatization in the airport industry is attractive to investors. However, Frost & Sullivan report that by 2006, only two per cent of the world's commercial airports had been privatized, either through management or ownership.

Canadian airports are classified as one of two types: Non NAS airports, meaning National Airport System airports, with fewer than 200,000 passengers per year and which are locally and provincially owned and operated; NAS airports, with more than 200,000 passengers per year, are owned by the federal government but managed by boards of non-elected representatives. See Table 4 - 'NAS Airports- Canada's National Airport System', for a list of these NAS airports. They operate as not-for-profit entities under long term leases with the federal government that are reflective of fair value, including the future earning potential (Canadian Airports Council 2008).

Transport Canada, as the owner of the airports, has several aims in setting NAS airport rents. First they relate to infrastructure stability, and ensure the air transport sector remains financially healthy, meaning both the airport infrastructure and the airlines. The second aim relates to market conditions: to ensure an air transport sector that is competitive with both other forms of transport and with international air transport systems, and responsive to changing market conditions. The third serves the public good: the obtaining of a fair value for the government (National Airports Rent Policy Review 2010