Airport leaders face competing priorities. They must maintain aging infrastructure, improve passenger experience, accommodate growth and respond to evolving operational needs — all while managing limited resources.
For Tracy Beach, vice president, aviation planning, WSP in the U.S., one of the most important questions airport decision makers face is not what they want or need to build, but how they will pay for it.
Funding strategy is always an important part of airport planning, requiring owners to understand a growing mix of grants, loans, local programs and federal opportunities.
Q: What has changed the most in how airports fund projects since you started, and what hasn't changed?
The basic funding framework remains largely the same. Airports still rely on a combination of Airport Improvement Program (AIP) grants, bonds, Passenger Facility Charges (PFCs) and other federal funding sources.
What has changed is the number of opportunities available through new programs and special initiatives that have emerged over the years.
At the same time, project costs have risen dramatically. Many of the traditional funding sources airports depend on have not kept pace with inflation or construction costs. That means airport owners must be more strategic than ever about where funding comes from and how different funding sources can be combined to support long-term capital programs.
Q: If you could give airports one piece of advice on pursuing grant funding today, what would it be?
Don't limit yourself to the most obvious funding source.
Many airports focus primarily on Federal Aviation Administration (FAA) grants when there may be state, local or specialized programs that could also contribute to a project. Energy-related initiatives, sustainability improvements and electric vehicle infrastructure, for example, may qualify for funding outside traditional AIP grants. Looking broadly at available opportunities can significantly strengthen a funding strategy.
Equally important is maintaining an ongoing dialogue with the FAA. Airports should communicate their priorities, project readiness and anticipated costs well before funding decisions are made.
Opportunities sometimes emerge late in the Federal fiscal year when agencies need to distribute remaining funds, and airports that have prepared in advance are often in the best position to respond.
Q: Why is project readiness becoming such an important factor?
Funding programs move quickly, and requirements can change from year to year. Airports that have clearly defined project scopes, realistic cost estimates and a strong understanding of program objectives are generally better prepared to take advantage of opportunities when they arise.
It’s not enough for a project to be worthy of funding. The application must clearly demonstrate how it aligns with the goals of the program. Understanding those requirements and preparing accordingly can make a meaningful difference during the funding process.
Success comes down to preparation. Airports often benefit from working with professionals who closely follow funding programs, track changes in requirements and help identify opportunities that align with long-term goals.
Q: Looking ahead, what do you think will have the biggest impact on how airports plan and pay for projects?
Airports are entering a period where strategic funding decisions will become increasingly important. As some temporary funding programs conclude and project costs continue to rise, owners will need to be even more deliberate about prioritization and financing.
Airports will have to place greater emphasis on long-term financial planning, identifying multiple funding pathways and positioning projects well in advance of application deadlines.
The airports that succeed will be those that treat funding as part of the planning process from the beginning, not something that happens after a project is defined.
Q: What is the biggest misconception about airport funding?
That funding is simply about utilizing AIP grants. In reality, successful programs involve aligning projects with the right opportunities, understanding evolving requirements and being prepared when those opportunities become available.
Securing funding isn’t a separate exercise from planning. It is an integral part of turning airport plans and priorities into projects that can move forward.
