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This document explores the critical lessons learned from the renegotiation of infrastructure concessions in Latin America from 1988 to 2005. It highlights that renegotiation should be viewed as part of the process rather than a sign of failure, offering opportunities to enhance agreements and address challenges proactively. The role of the World Bank in facilitating these negotiations is examined, emphasizing the importance of neutral support, timely intervention, and expert facilitation in achieving successful outcomes.
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Renegotiation Lessons learned from Infrastructure Jeff Delmon Infrastructure, Economics and Finance World Bank
Incidence of Renegotiation of Infrastructure Concessions in Latin America and Average Time to Renegotiation 1988-2001(updated to 2005) Source: Guasch (2004)
Very Low Incidence of Cancelled Concession 1990-2001 Source: Harris (2002)
Lessons Learned • Renegotiation is • … part of the process, NOT necessarily a sign of failure or a bad deal. • … an opportunity to improve the deal and address change proactively. • … a different kind of challenge, requiring transactional and dispute resolution skills – creative innovation. • … an opportunity to provide our clients with critical, strategic support.
The Role of the Bank • Good offices – interested but neutral • Opening communications • Encouraging process/focus on issues • Providing experts/facilitators • Intervention – interested, resourced and neutral • Provide facilitation • Create incentives for resolution • Programmatic assistance
The Role of the Bank • Is the Bank the right party to facilitate: • Bolivia – not perceived as neutral • Cape Verde – process successful • Indonesia – perceived to have capacity • Timing of intervention: • Tanzania - process failed • Columbia – early intervention
Renegotiation Lessons learned from Infrastructure Jeff Delmon Infrastructure, Economics and Finance World Bank