BEYOND THE SHORELINE Towards a Blue and Resilient Future for Tunisia Acknowledgments This synthesis report is a key deliverable of the World Bank’s the Ministry of Health; the Ministry of Transportation; the technical assistance to support Tunisia in defining a roadmap Quality and Consumer Protection Directorate of the Ministry to unlock and develop its blue economy potential. of Trade and Export Development; the Agency for Coastal Protection and Development; the National Agency for Energy Several deep dive analyses were conducted to inform the Efficiency; the National Environmental Protection Agency; the © 2024 International Bank for Reconstruction and Development / The World Bank Tunisia blue economy roadmap, including a policy and Tunisian Observatory of the Environment and Sustainable 1818 H Street NW Washington DC 20433 institutional gap analysis, a Blue Public Expenditure Review, Development; the National Waste Management Agency; and an analysis of innovative financing and private sector the Merchant Marine and Ports Office; the National Institute Telephone: +1-202-473-1000 Internet: www.worldbank.org investments in blue sectors. An integrated database for the of Marine Science and Technology; the Tunis International blue economy was also designed. Various sources, including Center for Environmental Technologies; the National Institute academic research and government reports, have been of Marine Science and Technology; and the National Institute consulted and interviews have been conducted with various of Statistics. Other actors that made valuable contributions This work is a product of the staff of The World Bank with external contributions. The findings, interpretations, stakeholders, including government agencies, academia, and to discussions include the Tunisian Hotel Federation; the and conclusions expressed in this work do not necessarily reflect the views of The World Bank, its Board non-governmental organizations (NGOs). Between February Interprofessional Group of Fishing Products; the Blue of Executive Directors, or the governments they represent. and September 2023, stakeholder consultation workshops Season Association; the West Med Project; the Maritime and meetings were also run to gather views and information. Cluster, as well as several coastal municipalities, civil society The World Bank does not guarantee the accuracy, completeness, or currency of the data included in this A national stakeholders’ workshop was organized on organizations, and relevant individuals. work and does not assume responsibility for any errors, omissions, or discrepancies in the information, November 9, 2023, to present the findings of the deep or liability concerning the use of or failure to use the information, methods, processes, or conclusions set dive analyses. This report was prepared under the leadership of Sandrine forth. The boundaries, colors, denominations, and other information shown on any map in this work do Jauffret (Senior Natural Resources Management Specialist) as not imply any judgment on the part of The World Bank concerning the legal status of any territory or the This report synthesizes the key findings from these analyses part of a World Bank team that included Marcelo Acerbi (Senior endorsement or acceptance of such boundaries. In supporting this technical activity, the World Bank does and activities and aims to provide strategic guidance to support Environmental Specialist); Abderrahim Assab (Consultant and not intend to make any judgments on the legal or other status of the territories concerned. the Government of Tunisia’s key national environmental and main author of the synthesis); and a joint consulting team economic sectors in moving towards a blue economy agenda from Hidria (Spain) and ICSEM (Spain) under the guidance Nothing herein shall constitute or be construed or considered to be a limitation upon or waiver of the that is aligned with the country’s national ecological transition of Patricia Casal Rodríguez (Team Leader, Blue Economy privileges and immunities of The World Bank, all of which are specifically reserved. strategy, which was adopted by the Tunisian government in Expert), Mohamed Hedi Zaiem (Institutional Analysis Expert), February 2023. Laura Fernández Cascán (Expert on Blue Financing and This report was made possible through the commitment and Private Sector Investments in Blue Sectors), Mounir Fouad Rights and Permissions active participation of many stakeholders in Tunisia. We are (Databases and GIS Expert), Sabrina Benmechri (Sustainable The material in this work is subject to copyright. Because The World Bank encourages the dissemination particularly grateful for the leadership and commitment of the Tourism and Coastal Development Specialist), José Peiro of its knowledge, this work may be reproduced, in whole or in part, for noncommercial purposes as long Minister of Environment, Her Excellency Ms. Leïla Chikhaoui- (Fisheries Development and Sustainability Expert), Heger as full attribution to this work is given. Mahdaoui, as well as to Mr. Hédi Chebili, General Director of Harrouch Farza (Marine Transportation Specialist), Chokri Environment and Quality of Life at Ministry of Environment, who Mansour (National Support Project Manager), and Yolanda Any queries on rights and licenses, including subsidiary rights, should be addressed to World Molares Montero (Blue Growth Expert). provided essential support with the stakeholder consultation Bank Publications, The World Bank Group, 1818 H Street NW, Washington, DC 20433, USA; process. We also greatly appreciate the contribution of The World Bank also owes thanks to Jesko Hentschel (World fax: +1-202-522-2625; e-mail: pubrights@worldbank.org. institutions and organizations that contributed their knowledge Bank Country Director for the Maghreb and Malta) and Maria to defining the roadmap for the development of the country’s Sarraf (Practice Manager, Environment, Natural Resources, Attribution blue economy, and would particularly like to thank the following Please cite the source of this report as: “World Bank. 2024. Beyond the Shoreline: Towards a Blue and and the Blue Economy, Middle East and North Africa) for Tunisian government departments and public organizations: their valuable guidance in conducting the technical work. Our Resilient Future for Tunisia. Synthesis Report. World Bank, Washington, DC.” the Ministry of Environment (Directorate-General for the thanks also go to Cary Anne Cadman (Senior Environmental Environment and Quality of Life, Directorate for International Specialist) for her thorough review and inputs during the Cover photo: © Adobe Stock Cooperation); the Secretary-General for Maritime Affairs; the preparation of the document. Ministry of National Defense; the Ministry of Foreign Affairs, Migration, and Tunisians Abroad; the Ministry of Economy This technical assistance was funded by PROBLUE, an and Planning; the Ministry of Employment and Vocational umbrella multidonor trust fund administered by the World Bank Training; the Ministry of Tourism and Crafts; the Ministry of that supports the sustainable and integrated development of Agriculture, Water Resources, and Maritime Fisheries; the marine and coastal resources in a healthy ocean. The team Ministry of Social Affairs; the Ministry of Industry, Mines, would like to express its gratitude to all PROBLUE donors for and Energy; the Ministry of Communication Technologies; making this work possible. the Ministry of Higher Education and Scientific Research; © Freepik Contents LIST OF FIGURES Executive Summary ................................................................................................................................................. 1 Figure 1: Theory of change for the blue economy in Tunisia .......................................................................................... 15 Figure 2: From the initial diagnostic report to the final roadmap .................................................................................... 16 Résumé Exécutif ......................................................................................................................................................... 3 Figure 3: Logical framework and working hypothesis ...................................................................................................... 17 Figure 4: The three pillars of the blue economy roadmap ............................................................................................... 19 Introduction .................................................................................................................................................................. 5 Figure 5: Proposed priority action areas and activities relating to Pillar I ..................................................................... 19 Figure 6: The Tunisia Blue Economy Geoportal ............................................................................................................... 20 Chapter 1: Challenges and Opportunities for Blue Growth in Tunisia ....................... 7 Figure 7: Seagrass meadows for reference years 2017 and 2022 ................................................................................ 21 Economic and social challenges impacting blue economy development .................................................................. 7 Figure 8: Proposed scenarios for the interinstitutional coordination mechanism ......................................................... 25 Environmental threats undermining the development of the blue sectors ................................................................. 9 Figure 9: Proposed priority action areas and activities relating to Pillar II .................................................................... 26 Macroeconomic impacts and opportunities of the blue economy ............................................................................... 10 Proposed priority action areas and activities relating to Pillar III ................................................................... 27 Figure 10: A prominent blue economy agenda lays the foundation for opportunities while alleviating governance challenges .... 12 Chapter 2: World Bank Support to Unlock Tunisia’s Blue Economy Potential ... 14 LIST OF TABLES Table 1: Area of seagrass meadows per year (km²) ...................................................................................................... 21 Chapter 3: The Three Pillars of the Blue Economy Roadmap ............................................ 18 Table 2: Total area of seagrass meadows and total carbon sequestered ................................................................... 21 Pillar I: Data, analysis, and dissemination ..................................................................................................................... 19 Table 3: Ranking of alternative structures according to a multi-criteria evaluation .................................................... 24 Pillar II: Strategic, institutional, and fiscal reforms ........................................................................................................ 22 Table 4: Summary of roadmap priority action areas and related proposed activities ............................................... 31 Improve interinstitutional coordination ............................................................................................................. 22 Improve the efficiency and sustainability of public expenditures related to the blue economy ............... 26 LIST OF BOXES Pillar III: Fostering investment ......................................................................................................................................... 27 Box 1: Tunisia’s Blue Economy Geoportal .................................................................................................................... 20 Develop sustainable and resilient coastal tourism ........................................................................................ 28 Box 2: Seagrass meadows in Tunisia—area and carbon sequestration potential .................................................. 21 Enhance the fisheries and aquaculture sectors ............................................................................................ 28 Box 3: Stakeholders’ perspectives on blue economy governance in Tunisia .......................................................... 23 Enhance the resilience and competitiveness of maritime transport ........................................................... 29 Box 4: The Seychelles Blue Bond ................................................................................................................................. 35 Strengthen environmental protection and combat climate change ............................................................ 30 Box 5: Harnessing the potential of blue carbon in Tunisia ......................................................................................... 37 Chapter 4: Financing the Blue Economy ............................................................................................... 34 Conclusion ....................................................................................................................................................................... 38 References ....................................................................................................................................................................... 39 © Shutterstock © Freepik Acronyms and Abbreviations ANPE Agence Nationale de Protection de l’Environnement (National Environmental Protection Agency) MEP Ministère de l’Economie et de la Planification (Ministry of Economy and Planning) Agence de Protection et d’Aménagement du Littoral (Agency for Coastal Protection MPA Marine protected area APAL and Development) APIP Agence des Ports et des Installations de Pêche (Agency for Ports and Fishing Facilities) NGO Non-governmental organization Comité Général du Développement Sectoriel et Régional (General Committee for Sectoral and NPL Non-performing loans CGDSR Regional Development) OMMP Office de la Marine Marchande et des Ports (Merchant Marine and Ports Office) CMAM Commission Ministérielle des Affaires Maritimes (Ministerial Commission for Maritime Affairs) ONTT Office National du Tourisme Tunisien (Tunisian National Tourism Office) ESG Environmental, social, and governance Observatoire Tunisien de l’Environnement et du Développement Durable (Tunisian Observatory for OTEDD GHG Greenhouse gas the Environment and Sustainable Development) GIS Geographic information system PER Public Expenditure Review ICZM Integrated coastal zone management PMU Program Management Unit Institut National des Sciences et Technologies de la Mer (National Institute of Marine Sciences SDG Sustainable Development Goal INSTM and Technologies) Institut Tunisien de la Compétitivité et des Études Quantitatives (Tunisian Institute for SGAM Secrétariat Général des Affaires Maritimes (General Secretariat of Maritime Affairs) ITCEQ Competitiveness and Quantitative Studies) SME Small and medium-sized enterprise km Kilometers SSP Shared Socioeconomic Pathways LISP Littoral Sans Plastique (Plastic-Free Coastline) ZAA Zones Attribuées à l’Aquaculture (Allocated Zones for Aquaculture) ME Ministère de l’Environnement (Ministry of Environment) © Freepik Executive Summary These activities can be summarized by sector as follows: The Tunisian economy’s challenging past decade has highlighted the pressing For coastal tourism, the roadmap identifies challenges such as coastal erosion and pollution, and advocates transitioning to sustainable practices. Key activities include developing guidelines for sustainable coastal tourism, need for a sustainable and resilient development model. The nation’s strategic deploying pilot projects for ecological transition, creating ecotourism offers, training stakeholders, and promoting response, encapsulated in Vision Tunisia 2035 and the 2023–2025 National “Sustainable Tourism Champions”. Development Plan, emphasizes a green and blue economy that focuses on sectors such as tourism, fisheries, aquaculture, and maritime transport as key drivers For the fisheries and aquaculture sectors, the focus is on addressing gaps such as the inadequacy of stock for recovery and long-term sustainability. assessments and the need to improve data collection. Proposed activities include developing participatory information collection protocols, mapping and assessing fish stocks, updating management plans for major Environmental threats such as resource overexploitation, Under the first pillar of the roadmap for Tunisia’s blue species and areas, promoting inclusive resource management, implementing integrated fisheries monitoring, coastal erosion, marine submersion, and pollution—in economy, several analyses have contributed to the designing and managing Zones Attribuées à l’Aquaculture (ZAA, allocated zones for aquaculture), updating the particular plastic pollution—pose significant risks to these development of an integrated, multisectoral information Aquaculture Master Plan, and modernizing outdated aquaculture infrastructures. critical economic sectors, especially when exacerbated by system to facilitate decision-making and sustainable resource climate change. To address these challenges, proactive management. Key activities include creating and federating a investments in sustainable practices within key sectors comprehensive and reliable database on marine and coastal For maritime transport, the roadmap emphasizes modernizing infrastructure and improving international can enhance Tunisia’s global market competitiveness, information, preparing an initial prototype of the Blue Economy competitiveness. Activities include renewing the maritime fleet to meet environmental standards, updating reduce fiscal pressures, and foster innovative growth and Geoportal, and using geospatial data and technologies regulatory frameworks for port concessions, establishing refueling and treatment infrastructures, and strengthening job opportunities. to monitor and evaluate the natural carbon sequestration safety and environmental controls. deposits in marine and coastal ecosystems. While stakeholders recognize the blue economy’s importance, it’s full implementation could be enhanced by appropriate As part of the roadmap’s second pillar, deep analytical work regulatory frameworks and clarification of responsibilities. first focused on institutional reforms to address the need for a Stakeholder consultations underline the need for robust strong coordination function as underlined in the blue economy governance with an emphasis on regular updates, capacity- diagnostic. This involved analyzing the country’s policy building, and effective communication. Strategic actions and framework and sectoral policies, conducting comparative Necessary efforts in environmental protection and The Government of Tunisia has taken proactive steps to clear financing instruments are essential for aligning national international case studies, and engaging stakeholders to climate change mitigation and adaptation have also been unlock the potential of the blue economy that includes adding efforts with blue economy objectives. The World Bank has align visions and overcome governance challenges. The highlighted. Activities include implementing management blue economy financing to the 2023 national budget. However, been critical in supporting Tunisia’s effort to chart the path discussion on the second pillar includes recommendations plans for marine protected areas (MPAs), mapping ecologically direct allocations and specific actions are still limited. towards harnessing the potential of the blue economy. and proposed priority activities to establish an interinstitutional sensitive zones, establishing a sustainable implementation A balanced approach in public and private sector collaboration Starting with a comprehensive diagnostic in 2021–2022, coordination mechanism, assess and modernize regulatory mechanism for the Littoral Sans Plastique (LISP, Plastic-Free that includes innovative financing models is necessary. the collaboration has led to the development of a strategic frameworks, and enhance governance structures. The Coastline)1 strategy, and executing the LISP Action Plan. Using this comprehensive and pragmatic blue economy roadmap focusing on policy and institutional analysis, public coordination mechanism could include an inter-ministerial Other measures include establishing coastal and marine roadmap, Tunisia could adopt a multifaceted investment expenditure review, exploration of innovative financing, steering committee, a general coordination structure, and ecological restoration and climate adaptation projects in strategy that includes public fund reallocation, international and critical sectoral analyses to unlock the potential of the an execution structure. Additionally, a review of blue public identified vulnerable coastal and marine areas, leveraging financing, public-private partnerships, and novel instruments key sectors while protecting the environment. Extensive expenditure was conducted to determine how public funds integrated coastal zone management (ICZM) approaches, such as blue bonds. Fiscal incentives and corporate social stakeholder consultations have shaped the roadmap, are being allocated and identifying opportunities to stimulate community participation, and nature-based solutions. responsibility practices also play a potentially significant which emphasizes sustainable growth, environmental the blue economy through strategic investments and role in attracting investments and promoting a sustainable conservation, and resilient coastal communities. The roadmap fiscal reforms. blue economy. addresses key sectors through the three pillars of the blue economy development framework: (i) data, analysis, and The third pillar of the roadmap identifies priority activities dissemination; (ii) policy, institutional, and fiscal reforms; and that could promote blue economy investments in key sectors (iii) fostering investment. of the economy and enhance environmental protection and restoration, as well as climate resilience and adaptation. © Freepik 1 Beyond the Shoreline: Towards a Blue and Resilient Future for Tunisia 2 Résumé Exécutif Les défis que l’économie Tunisienne a rencontrés au cours de la dernière décennie Enfin, dans le cadre du troisième pilier de la feuille de route, des activités prioritaires ont été identifiées visant à promouvoir les investissements dans l’économie bleue dans des secteurs clés de l’économie ainsi que pour la protection et à la restauration de ont révélé le besoin urgent de disposer d’un modèle de développement durable l’environnement, la résilience et l’adaptation au climat. Ces activités peuvent être résumées par secteur comme suit : et résilient. La réponse stratégique du pays, articulée dans la « Vision Tunisie 2035 » et le « Plan National de Développement 2023–2025 », met l’accent sur une Concernant le tourisme côtier, la feuille de route identifie des défis tels que l’érosion côtière et la pollution, économie verte et bleue, se concentrant sur des secteurs tels que le tourisme, la et préconise une transition vers des pratiques durables. Les activités clés comprennent l’élaboration de lignes pêche, l’aquaculture et le transport maritime comme moteurs clés de la reprise directrices pour un tourisme côtier durable, le déploiement de projets pilotes pour la transition écologique, la création d’offres d’écotourisme, la formation des acteurs et la promotion de champions du tourisme durable. et d’un développement durable à le long terme. Les menaces environnementales, exacerbées par le Au titre du premier pilier de la feuille de route pour l’économie changement climatique, telles que la surexploitation des bleue de la Tunisie, les analyses ont permis de prioriser Concernant les secteurs de la pêche et de l’aquaculture, l’accent est mis sur la résolution des lacunes telles ressources, l’érosion côtière, la submersion marine ainsi que le développement d’un système d’information intégré et que l’insuffisance des évaluations des stocks et la nécessité d’améliorer la collecte de données. Les activités la pollution en particulier par le plastique, représentent des multisectoriel pour faciliter la prise de décision et la gestion proposées comprennent l’élaboration de protocoles participatifs de collecte d’informations, la cartographie et risques importants pour ces secteurs économiques essentiels. durable des ressources. Les activités clés comprennent l’évaluation des stocks de poissons, la mise à jour des plans de gestion pour les principales espèces et zones, la créer et fédérer une base de données complète et fiable sur promotion d’une gestion inclusive des ressources, la mise en œuvre et le suivi intégré de la pêche, la conception Pour relever ces défis, des investissements proactifs dans les informations marines et côtières, préparer un premier et la gestion des Zones Attribuées à l’Aquaculture (ZAA), la mise à jour du plan directeur de l’aquaculture et la des pratiques durables au sein de secteurs clés peuvent prototype de géoportail de l’économie bleue et utiliser les modernisation des infrastructures aquacoles vétustes. améliorer la compétitivité de la Tunisie sur le marché mondial, données et technologies géospatiales pour surveiller et réduire les pressions budgétaires et favoriser une croissance évaluer les dépôts naturels de séquestration de carbone dans innovante et des opportunités d’emploi. Tout en reconnaissant les écosystèmes marins et côtiers (Carbone Bleu). Concernant le transport maritime, la feuille de route met l’accent sur la modernisation des infrastructures et l’importance de l’économie bleue, son opérationnalisation l’amélioration de la compétitivité internationale. Les activités comprennent le renouvellement de la flotte maritime peut être favorisée par des cadres réglementaires appropriés Concernant le deuxième pilier de la feuille de route, un pour répondre aux normes environnementales, la mise à jour des cadres réglementaires pour les concessions et une clarification des responsabilités. Les consultations travail d’analyse approfondi s’est d’abord concentré sur les portuaires, la création d’infrastructures de ravitaillement et de traitement et le renforcement des contrôles de avec les parties prenantes soulignent la nécessité d’une réformes institutionnelles pour répondre à la nécessité de sécurité et environnementaux. gouvernance solide, en mettant l’accent sur des mises à mettre en place une fonction de coordination forte comme jour régulières, le renforcement des capacités et une souligné dans le diagnostic de l’économie bleue. Il a communication efficace. Des actions stratégiques reposé sur l’analyse du cadre réglementaire et De plus, les efforts nécessaires en matière de protection de l’environnement et d’atténuation et d’adaptation au changement et des instruments de financement clairs des politiques sectorielles, la réalisation climatique ont été mis en exergue. Les activités comprennent la mise en œuvre de plans de gestion pour les Aires Marines sont essentiels pour aligner les efforts d’analyses comparatives d’études de Protégées, la cartographie des zones écologiquement sensibles, l’établissement d’un mécanisme durable de mise en oeuvre de nationaux sur les objectifs de l’économie cas internationales et l’engagement la stratégie Littoral Sans Plastique (LISP) et l’exécution de son plan d’action bleue. La Banque mondiale a joué des parties prenantes pour aligner pour la réduction de la pollution plastique ainsi que la mise en place de un rôle essentiel en soutenant les les visions et surmonter les défis de projets de restauration écologique côtière et marine et d’adaptation au efforts de la Tunisie pour tracer la gouvernance. La discussion autour changement climatique dans les zones côtières et marines vulnérables voie vers l’exploitation du potentiel du deuxième pilier a permis de identifiées, en tirant parti de l’approche de Gestion Intégrée des Zones de l’économie bleue. Commençant formuler des recommandations et Côtières (GIZC), de la participation communautaire et des solutions par un diagnostic approfondi en proposer des activités prioritaires basées sur la nature. 2021–2022, la collaboration a afin d’établir un mécanisme de abouti à l’élaboration d’une feuille coordination interinstitutionnelle, Enfin, pour libérer le potentiel de l’économie bleue, le gouvernement de route stratégique s’appuyant évaluer et moderniser les cadres tunisien a pris des mesures proactives et a inclus le financement sur une analyse des capacités réglementaires et améliorer de l’économie bleue dans le budget national 2023. Cependant, institutionnelles et des politiques, les structures de gouvernance. il reste confronté à des défis en raison d’allocations budgétaires © Freepik l’examen des dépenses publiques, Le mécanisme de coordination comprend directes limitées dans les secteurs clés de l’économie bleue l’exploration de financements innovants un Comité de Pilotage Interministériel, et du manque d’actions spécifiques. Une approche équilibrée et des analyses sectorielles essentielles pour une structure de coordination générale et une de collaboration entre les secteurs public et privé, incluant des libérer le potentiel des secteurs clés tout en protégeant structure d’exécution. De plus, un «  Examen des modèles de financement innovants, est nécessaire. Grâce à sa l’environnement. De vastes consultations des parties Dépenses Publiques Bleues » a été mené, se concentrant sur feuille de route détaillée et pragmatique pour le développement prenantes ont façonné la feuille de route, qui met l’accent sur l’allocation des fonds publics et l’identification des opportunités de l’économie bleue, la Tunisie peut adopter une stratégie la croissance durable, la conservation de l’environnement et pour stimuler l’économie bleue par des investissements d’investissement à multiples facettes, comprenant la réaffectation la résilience des communautés côtières. La feuille de route stratégiques et des réformes fiscales. des fonds publics, le financement international, les partenariats aborde des secteurs clés à travers les trois piliers du cadre de public-privé ainsi que de nouveaux instruments. Les incitations développement de l’économie bleue : (i) Données, Analyse et fiscales et les pratiques de responsabilité sociale des entreprises Dissémination ; (ii) Réformes Stratégiques, Institutionnelles et peuvent jouer un rôle important pour attirer les investissements Budgétaires ; et (iii) Promotion des Investissements. et promouvoir une économie bleue durable. © Freepik 3 Beyond the Shoreline: Towards a Blue and Resilient Future for Tunisia 4 Introduction Tunisia is strategically located at the heart of the Mediterranean’s southern shore. With more than 1,300 kilometers (km) of coastline and 64 Vision Tunisia 2035 and the islands and islets, it is a country with a strong maritime identity. This connection to the sea 2023–2025 National Development is evident in the importance of the tourism industry, fishing and aquaculture sectors, and Plan underscore the importance of maritime transport for its economy. The coastal region is home to 85 percent of the population (7.6 million people) who rely on marine and SUSTAINABLE coastal resources for their livelihoods. Most urban agglomerations and nearly all industrial activities are concentrated along the coast. Tunisia’s economy has faced numerous challenges, including the severe impact of the COVID-19 pandemic, which led to a sharp decline in GDP in RESOURCE USE, CLIMATE CHANGE 2020. After a recovery in 2022, economic growth showed a more moderate pace in 2023, hindered by persistent droughts, regulatory challenges, and mounting public service enterprise debts. The country’s financial situation has been challenging, with high public debt and a significant annual budget ADAPTATION, AND deficit. Unemployment rates, particularly among women and youth, remain elevated, indicating a need for sustainable, resilient economic models. THE DEVELOPMENT Given this context, the blue economy emerges as a crucial element of Tunisia’s economic strategy. Vision Tunisia 2035 and the 2023–2025 National Development Plan underscore the importance of sustainable resource use, climate change adaptation, and the development of a OF A BLUE ECONOMY. blue economy. These strategic frameworks prioritize environmental conservation and sustainable industry practices and aim to rebuild key sectors like tourism, fisheries, aquaculture, and maritime transport. This synthesis report presents a structured overview of the challenges and opportunities within Tunisia’s blue economy. Chapter 1 examines the economic, social, and environmental challenges impacting the development of blue sectors as well as strategic blue economy policy, institutional, and governance barriers. Chapter 2 follows with a detailed account of the World Bank’s support in unlocking Tunisia’s blue economy potential. Chapter 3 presents the proposed Tunisian blue economy roadmap with key priority action areas and related priority activities across the three pillars of the blue economy development framework:2 (i) data, analysis, and dissemination; (ii) policy, institutional and fiscal reforms; and (iii) fostering investment. The report concludes with a focus on financing the blue economy in Chapter 4. © Freepik © Freepik 5 Beyond the Shoreline: Towards a Blue and Resilient Future for Tunisia 6 1 Inflation surged, the budget deficit persisted, and the current account deficit expanded due to rising import prices. The annual current account deficit has been above 4.6 percent since 2010, peaking at 10.8 percent in 2018.6 This deficit The development of this strategic axis is budgeted at 10.7 billion Tunisian dinars (TD) (US$3.5 billion, calculated at an exchange rate of TD 3.09 per US$1 throughout the report).20 position has improved, as it showed a notable decrease from In the strategic axis on the green economy and climate Challenges and Opportunities 4.1 percent of GDP in the first half of 2022 to 1.5 percent in change, Tunisia expresses its aims to support SDG 12 the corresponding period of 2023, aided by reductions in the (responsible consumption and production), SDG 13 (climate trade deficit.7 Inflation has been above 5 percent since 2017, action), SDG 14 (life below water), and SDG 15 (life on for Blue Growth in Tunisia reaching 9 percent in 2023.8 The annual budget deficit was, land), giving priority to climate change adaptation. The on average, 4.7 percent between 2010 and 2021 (excluding development of this strategic axis is budgeted at TD 6.7 billion 2020), leading to public debt increasing from 66.9 percent of (US$2.2 billion). GDP in 2017 to 79.4 percent of GDP in 2022.9 The 2023–2025 National Development Plan includes The unemployment rate10 stood at 16.4 percent at the end recommendations on the role of public investment as “the main of 202311 and disproportionately affects certain segments engine for development, the incentive to private investment, of the population, mostly women and youth. As much as and the main leverage to improve the attractiveness of Tunisia Economic and social challenges impacting blue economy development 22.2 percent of women are unemployed and 40.9 percent of for foreign investors”.21 It further recommends that public Tunisia’s economy has been grappling with a challenging decade people between the ages of 15 and 24 are jobless. In 2023, investment should be directed towards projects that target and a host of systemic issues. The country was hit hard by the national poverty rate was 15.3 percent.12 “economic, social, and environmental” outcomes. the COVID-19 pandemic, which caused a drop in GDP in 2020 Amid such a challenging environment, Tunisia needs a Tunisia’s Finance Law for 2024 considers these (-9.2 percent). Commodity price increases linked to the Russia-Ukraine new, sustainable, and resilient development model to recommendations and emphasizes the blue and green war further exacerbated the country’s financial challenges. While Tunisia’s ensure short-term recovery and long-term prosperity. economy, as well as adaptation to climate change. The The blue economy, an integral segment of the nation’s economic Finance Law 2024 represents a strategic shift and aligns real GDP witnessed a growth of 2.4 percent3 in 2022. As a first estimate fabric, offers a promising avenue in this direction. A plan to Tunisia’s financial policies with sustainable practices. For for the whole year 2023, the national economy recorded 0.4% growth rate. rebuild key blue economy sectors such as coastal tourism, example, it places significant emphasis on bolstering the Excluding agriculture, the annual Real GDP increased by 1.6%4, mainly fisheries and aquaculture, and maritime transport could drive agricultural sector, fisheries, and water resources. The law the recovery process and unlock opportunities towards the long- also includes fiscal incentives to promote the use of renewable attributed to persistent droughts, regulatory hurdles, and the increasing term transformation of these sectors while making them more energy and to support green, blue, and circular economic debt of key public service enterprises.5 resilient and sustainable, ultimately supporting economic growth projects. The Finance Law 2024 further promotes carbon and creating jobs to drive the expected ecological transition.13 taxation and enhances the competitiveness of the maritime transport sector and the Tunisian Navigation Company by Tunisia has already initiated a holistic and integrated granting it tax benefits for local procurement and services. reform process,14 starting with Vision Tunisia 2035 and the 2023–2025 National Development Plan. Harnessing the potential of the blue economy is a critical step towards accelerating Tunisia’s sustainable development Vision Tunisia 203515 outlines the principles of sustainable model, ensuring that the country not only addresses its development for Tunisia. It identifies green economy and climate immediate economic concerns but also paves the way for change as its fourth pillar, which prioritizes the “sustainable use future growth and stability. of resources and adaptation to climate change to guarantee the right of next generations”, the need for a “change in production and consumption models” with a focus on “developing the blue © Freepik economy”,16 and “taking care of the ocean”.17 Vision Tunisia 2035 also aims to preserve water resources and increase the country’s resilience to climate change.18 Tunisia’s 2023–2025 National Development Plan19 aims to ensure the short-term implementation of the guiding principles of the Vision and includes a series of “major strategic axes for the new development model” that incorporate a blue economy dimension. In the strategic axis on “a competitive and diversified economy supporting entrepreneurship”, Tunisia expresses the objective of supporting Sustainable Development Goal (SDG) 14 (life below water) and SDG 13 (climate action) through new sector strategies that increase the sustainability and competitiveness of key sectors such as industry, agriculture, and tourism, in addition to promoting public-private partnerships. This axis aims to improve the efficiency of Tunisia’s production system, increase the position of its industries in global value chains, and promote exports and investment. © Adobe Stock 7 Beyond the Shoreline: Towards a Blue and Resilient Future for Tunisia 8 Environmental threats undermining the development of the blue sectors Tunisia recognizes the interplay of economic, social, degradation. Of the 570 km of tourist beaches, 190 km have Plastic pollution, 36 which already threatens Tunisia’s International trade dynamics add another layer of complexity and environmental dimensions in Vision Tunisia 2035. It deteriorated noticeably24 and are at risk of vanishing entirely. coastlines, is further exacerbated by tourism and fishing to Tunisia’s situation. Key markets, such as the European places the blue economy as an invaluable asset pivotal to This loss primarily affects the hotel, restaurant, and catering activities, with some estimates suggesting that between Union, are rolling out stringent environmental and climate achieving the vision’s goals. Historically and geographically, sector, along with public revenue, tourism-related economic 60 percent and 70 percent of all beach waste is plastic. As policies. These policies, combined with a global shift in the nation’s coastline has been instrumental in shaping its activities, and employment. A strong ICZM approach could fishing activities intensify, the generation of plastic waste will consumer preferences towards sustainability, have concerning economic trajectory—the blue economy contributed nearly mitigate these impacts, significantly reducing the potential increase, given the sector’s reliance on plastic tools such implications for Tunisia’s export prospects if sectors such as 14 percent to Tunisia’s GDP in 2018.22 In Tunisia, investing economic losses. as nets and plastic traps. Inefficient waste management tourism or fisheries do not adopt sustainable practices. in the development of the blue economy is both a matter practices, coupled with factors such as adverse weather of protecting existing economic activities from the threat of Agriculture25—another cornerstone of Tunisia’s economy that conditions and unregulated fishing that uses extensive nets, Given these challenges, Tunisia’s approach to the blue environmental degradation and of exploring new avenue for accounts for close to 10 percent of GDP26 and 16 percent further aggravate the situation. According to the WWF,37 economy needs to be based on practices that balance future long-term prosperity. of employment—is also threatened. Coastal agricultural fishing and aquaculture in Tunisia produce about 1.3 kilotons economic and environmental imperatives, including resources—including 43,000 hectares of agricultural land of plastic debris—including plastic traps, mussel nets, shipping ICZM. The tourism sector, given its deep ties with the coastal The coastal and marine ecosystems of Tunisia—the identified by the Agence de Protection et d’Aménagement containers, and more—each year. Specifically, aquaculture ecosystem, could be at the forefront of this transformative health of which is vital to its blue economy—are currently du Littoral (APAL, Agency for Coastal Protection and in Tunisia is estimated to produce 275 tons of plastic journey. Conscious of such imperatives, Tunisia has already grappling with numerous threats. Many of these threats Development)—face the threat of submersion due to rising sea waste each year, based on an annual production figure of integrated blue economy considerations in a multitude of are anthropogenic, including unsustainable extraction of levels. These agricultural lands support diverse agricultural 25,080 tons for 2020.38 national and sectoral strategies. marine resources, unchecked coastal development, and practices, from arboriculture to grazing lands. Furthermore, pollution. These human-induced factors have, in tandem coastal water resources, fundamental for both agriculture and with climate change, exacerbated challenges such as coastal human consumption, are under stress. Half the water potential erosion, eutrophication, and soil salinization, threatening the of groundwater is found in coastal aquifers and constitutes Macroeconomic impacts and opportunities of the blue economy current and future prospects of some of the pillars of the approximately 7 percent of available water in the country.27 Tunisian economy. These coastal water resources are already experiencing A growing body of evidence shows that climate change and sector, called the Tunisia Tourism 2035: National Sustainable significant losses,28 with estimates suggesting a 221 million environmental degradation can have a significant impact on Tourism Strategy,44 which outlines several exploratory scenarios Tunisia faces significant climate-induced risks.23 A substantial cubic meter (m3) reduction in total coastal groundwater macroeconomic stability, both in the short and long term. While evaluating the future contribution of tourism to the economy up portion of its land, including 24 percent of its populous coastal resources, from about 291 million m³, according to a study by such evidence is scarce for Tunisia, an analysis of key blue to 2035. Under the desirable scenario,45 the tourism sector’s areas, is vulnerable to shoreline erosion, sea-level rise, and APAL in 2012.29 Protecting water resources is one of the key economy sectors shows vulnerabilities that, if not addressed, GDP contribution would be 16.38 percent, with a revenue of flooding. The impact of climate change, particularly under the objectives of Vision Tunisia 2035’s fifth pillar (green economy). could jeopardize the achievement of Vision Tunisia 2035 €13.3 billion, in 2035 (US$14.5 billion at an exchange rate of representative concentration pathway (RCP) 8.5 scenario and in the long term and the 2023–2025 National Development €0.91 to US$1). However, climate risks and environmental Shared Socioeconomic Pathways (SSPs) 2 and 3, is expected The fisheries and aquaculture sector30 represents 8 percent Plan in the short term.39 Addressing these vulnerabilities by degradation could jeopardize such a strong contribution. to increase the variability of precipitation and escalate the of agricultural output and provides employment for about developing new industries and business models could provide likelihood of catastrophic floods. By 2050, about 0.4 percent 100,000 people (about 54,000 people directly and 45,000 new avenues for sustainable growth and prosperity. A World Bank study46 shows that direct economic costs of Tunisia’s total land area could be affected by sea-level rise, indirectly).31 While still comparatively small, aquaculture associated with climate impacts could reach more than leading to potential land losses valued at up to US$1.6 billion. has grown in Tunisia, with production increasing from 3,400 One of the key issues the Tunisian economy has faced over US$986.5 billion by 2030, escalating to a staggering US$3.6 trillion tons in 2007 to 17,000 tons in 2017, which represents about the past decade is its current account deficit. The annual by 2100.47 Investing in an ambitious adaptation approach as part of This scenario presents a critical threat to various sectors, 16 percent of the national fish production. If developed current account deficit has been above 4.6 percent since a broader blue economy plan, could reduce these projected losses especially coastal tourism. Without adaptation measures, sustainably, aquaculture represents an exciting contribution to 2010, peaking at 10.8 percent in 2018.40 to US$2.97 billion, leading to savings of over US$600 million.48 the direct and indirect effects of coastal surface area loss the blue economy. A total of 41 aquaculture sites have already could cost Tunisia’s economy up to 6.9 percent of its 2020 been developed, generating about 2,000 direct and indirect The Tunisian economy is sensitive to adverse shocks in Investment in the tourism sector has been relatively stable, at GDP by 2050. A significant portion of Tunisia’s beaches, jobs. Aquaculture production is expected to reach 30,000 tons the tourism sector with potential significant impacts on about TD 200 million (US$64.6 million) since 2010 from a peak integral to its tourism, are already showing alarming signs of in 2030.32 Tunisia’s Long-Term Carbon Neutral and Climate employment, foreign exchange earnings, and the profitability of almost TD 400 million (US$129.3 million). Most investment Resilient Development Strategy by 205033 notes that, in the of large segments of the economy related to the tourism was directed towards increasing bed capacity and addressing context of climate change, the fisheries and aquaculture sector industry. Tourism receipts grew by 28.1 percent in 2023, the issue of aging infrastructure. Aligning infrastructure upgrade faces significant challenges due to anticipated transformation reaching TD 6.9 billion, or 4.4 percent of GDP up from investments with climate resilience and sustainability objectives within marine ecosystems. Rising temperatures, increased 3.8 percent of GDP in 2022.41 The sector accounted for could protect the sector’s contribution to the economy and salinity, and acidification are expected to intensify existing 10.2 percent of the jobs in Tunisia, or 345,000 direct and indirect support the emergence of new opportunities. pressures on these sectors, accelerating the depletion of jobs.42 In 2019, international tourism generated TD 5.6 billion fishery resources and potentially leading to decreases in the (US$1.8 million) in revenue, or 6.3 percent of total exports, and Demand for coastal tourism in Tunisia may also be affected export volume of fishery products. placed as the country’s second-largest export sector behind by the shifts in consumer preference and the emergence textiles and clothing. Tourism plays an important role in terms of of sustainable travelling trends. For example, the cruise Pollution, both physical and chemical, is another pressing share of foreign exchange reserves as it contributed 44 percent ship sector—an important component of Tunisia’s tourism concern.34 Several coastal sites have been transformed into of total foreign exchange reserves in 2019. development strategy—has increased significantly, driven open-air landfills, leading to deterioration in water quality. by the development of new ports and improved infrastructure Landfill pollution is particularly acute near economically active As mentioned previously, the tourism sector is already along the Tunisian coastline.49 To remain competitive against zones, notably the vulnerable coastal wetlands, which span threatened by sea level rise, with 190 km of the 570 km beaches other Mediterranean ports and contribute to reducing the about 200,000 hectares. These wetlands, mainly concentrated used for tourism noticeably deteriorating.43 Given the sector’s government’s current account and budget deficit, Tunisian ports in the Gulf of Gabès region,35 encompass lagoons, 155,000 ha contribution to Tunisia’s GDP, the potential short-term economic need to engage in sustainable cruising initiatives similar to the of salt marshes, and 5,100 ha of maritime oases. fallout is enormous in terms of foreign exchange reserves. Cruise 2030 initiative working group initiated by European port © Freepik cities to discuss the sustainability of the cruise industry.50 In 2022, Tunisia adopted a long-term strategy for the tourism 9 Beyond the Shoreline: Towards a Blue and Resilient Future for Tunisia 10 Promoting blue and green economy principles in the tourism Europe imports approximately 60 percent of Tunisia’s A prominent blue economy agenda lays the foundation for opportunities while sector through adoption of renewable energy, energy fisheries exports.59 If the fisheries and aquaculture sectors efficiency, electric mobility, and better waste management fail to move to more sustainable practices, access to the alleviating governance challenges practices and related circular economy concepts has two European Union—an important export market for Tunisia— The blue economy has been integrated into numerous advantages. First, it could reduce the weight of fossil fuel could be compromised, reducing the sectors’ prospects. multisectoral national strategies to address the significant subsidies on government finance and help reduce the Poor sustainability practices in the sector would hinder challenges to Tunisia’s coastline and support the country’s government budget deficit and vulnerability to energy price competitiveness as the EU further implements sustainable sustainable development. The 2023 Ecological Transition shocks. Second, it could reduce energy and water expenditure fisheries policies.60 National Strategy63 presents a forward-looking framework for coastal tourism operators, improve their profitability, that holistically addresses Tunisia’s environmental, social, and potentially reduce non-performing loans (NPLs) in the Boosting exports and enhancing Tunisia’s integration in and economic challenges. This strategic vision recognizes the portfolios of public financial institutions and enhance financial global value chains, as outlined in the 2023–2025 National degradation of the coastline, the loss of marine biodiversity, and system stability.51 The profitability of the tourism sector has Development Plan, cannot be achieved without significant poor waste management as key environmental challenges for been a risk to financial stability in Tunisia in the past, especially investment in maritime transportation. According to the Institut Tunisia, and integrates the blue economy—as well as a series for public banks. The balance sheets of the public banks Tunisien de la Compétitivité et des Études Quantitatives of associated measures—in many of its pillars. that finance the tourism sector concentrate a large portion (ITCEQ, Tunisian Institute for Competitiveness and of NPLs and are thus vulnerable to poor performance in the Quantitative Studies), as of 2020, 95 percent of Tunisia’s For instance, the strategy’s second pillar focuses on tourism sector.52 trade is conducted through eight ports (Bizerte, La Goulette, building the adaptation and resilience of the coastline and Radès, Sousse, Sfax, Gabès, Zarzis, and Skhira).61 In 2020, coastal ecosystems. And the third pillar—on the sustainable Fisheries and aquaculture are export-oriented sectors that the maritime transportation sector included 560 companies management of natural resources and ecosystems—explicitly could help increase Tunisia’s foreign exchange reserves and employed 6,000 people. Unfortunately, data is scarce recommends the “adoption and implementation of the blue while providing additional growth and job opportunities as on the economic performance of the sector, though the economy strategy” as its twenty-fifth action.64 The strategy and it modernizes and embraces sustainability practices. Sea ITCEQ study showed that the national maritime transport its action plan set out indicators for sustainable fisheries and products are the second largest agricultural export after olive oil in Tunisia, with an annual revenue of TD 248 million fleet in Tunisia consisted of eight vessels, and that maritime transport cost the country 2 percent of GDP annually due to aquaculture, the protection and restoration of marine and coastal The blue economy has been ecosystems, clean marine transportation, marine renewable (US$80.2 million).53 a weak connectivity to the global maritime transport network. energy, and a plastic-free coastline.65 The pillar’s twenty-sixth integrated into numerous As Tunisia modernizes its port infrastructure and grows action focuses on extending marine and coastal protected areas. Tunisia has 41 ports equipped with the storage and distribution infrastructure necessary for industrial and artisanal fishing. its national merchant vessels fleet, it could also invest in technologies that both decrease the reliance of fossil fuels MULTISECTORAL The fourth pillar of the strategy—on the promotion of sustainable Fisheries and aquaculture play an important role in the Tunisian economy54 as they represent 8 percent of agricultural and increase the resilience of ports to climate change, again contributing to improved fiscal revenues for the government consumption and production modes, as well as the reduction of NATIONAL STRATEGIES pollution—identifies the blue economy as a tourism opportunity output, 17 percent of agricultural exports, and provide 54,000 direct jobs despite an aging fleet and infrastructure.55 The while reducing some of the burden linked to fossil fuel imports. and links it to Tunisia’s National Tourism Strategy by 2035, which to address the significant promotes sustainable tourism and aims to protect and showcase sector includes a fleet of 13,47656 boats, of which 41 percent Finally, implementing strategies and plans already in place Tunisia’s diverse cultural and natural assets.66 challenges to Tunisia’s coastline are non-motorized. Tunisia’s marine aquaculture sector, to address plastic pollution would reduce the cost of plastic and support the country’s particularly the cultivation of wolffish and seabream in offshore pollution on tourism, fisheries, and maritime trade,62 which Tunisia’s Long-Term Carbon Neutral and Climate Resilient cages, has shown remarkable growth. With a current annual is currently estimated at US$25.6 million. Investment in output of 17,000 tons, and the potential to nearly double this to 30,000 tons by 2030, the sector’s future looks promising. innovative plastic waste collection and recycling technologies and practices could even offer new avenues for employment Development Strategy by 205067 also makes extensive mention of the challenges climate change poses to the Tunisian SUSTAINABLE DEVELOPMENT. coastal economy and ecosystems. Some identified risks However, while the sector experienced steady annual growth of and growth. include the degradation of natural assets and infrastructure 20 percent between 2006 and 2015,57 aquaculture represents supporting tourism, agriculture, fisheries and aquaculture, and only 2 percent of the jobs in the fisheries and aquaculture Blue economy-focused investments and projects could marine transportation. sector, with fisheries still playing the far more prominent role.58 significantly contribute to increasing the resilience of key sectors of the economy, improve public finances, and generate Tunisia’s commitment to coastal protection and sustainable Modernizing the fishing fleet and port infrastructure would growth and jobs opportunities. management is further evidenced by the formulation in 2019 increase the productivity and resilience of the fisheries sector of the National Integrated Coastal Zone Management Strategy and aquaculture in Tunisia. This would not only increase food and the ratification of the Integrated Coastal Zone Management security in the country, but also enable it to capture a larger Protocol in November 2022. portion of global fisheries and aquaculture demand as the world pursues food security objectives. Tunisia demonstrates a clear and multifaceted commitment to integrating the blue economy into its broader vision for sustainable development. However, the successful implementation of the blue economy recommendations of these strategies requires overcoming significant governance and cross-sector coordination challenges. Despite the vital importance of the blue economy in Tunisia’s strategic framework, multiple challenges hinder © Freepik its implementation. © Freepik 11 Beyond the Shoreline: Towards a Blue and Resilient Future for Tunisia 12 One of the primary challenges is the multifaceted nature of blue economy objectives. When coupled with the diversity of The information deficit concerning public and private sector involvement in the blue economy is a barrier 2 stakeholders, this multifaceted nature makes aligning interests to understanding the role of private sector and the World Bank Support a complex endeavor. Effective coordination across different opportunities available to enhance its participation in sectors, governmental bodies, and private entities demands the blue economy. robust communication, meticulous planning, and seamless to Unlock Tunisia’s cooperation. The creation of a robust interinstitutional The need for strategic and institutional reforms within coordination mechanism and breaking silos is, therefore, the blue economy is palpable. While there have been foundational for the blue economy’s development. reformative overtures in the 2024 supplementary budget and Blue Economy Potential the national reform program for 2023–2026, there is a need to A central issue in Tunisia’s pursuit of a robust blue ensure that these reforms align with sustainable blue economy economy is the absence of a clear implementation objectives. Ensuring their congruence with the sustainable roadmap to operationalize the country’s vision and growth of blue economy sectors is crucial for the sectors’ strategic objectives, as well as a regulatory framework for strategies’ successful implementation. the blue economy’s development. While the blue economy concept has been integrated into the National Development The financial dimensions of the blue economy present Plan for 2023–2025, the translation of this vision into tangible another challenge. It is essential to identify the appropriate policies and actions, cohesive legal structures, and efficient financing instrument for each type of intervention in the blue The World Bank has played a pivotal role in supporting the Tunisian planning tools is still not in place. The lack of such a framework economy sector. government’s efforts to harness the potential of a blue and resilient may hinder the blue economy’s growth, interfere with the effective management of public investments, and make In conclusion, multiple issues hinder the potential sustainable economy as a catalyst for sustainable development. This collaboration sectoral progress assessments challenging. development contribution of the blue economy in Tunisia. began in 2021 and is based on strong stakeholder engagement The governance of Tunisia’s blue economy, while layered and consultation processes that facilitated the development of a Another significant barrier is a lack of access to across multiple stakeholders, needs to be strengthened information about the public expenditures related to because fragmented institutions with sometimes overlapping comprehensive blue economy diagnostic report. the blue economy. Despites efforts by Tunisia to develop responsibilities can reduce the efficiency and coherence of and invest in priority blue economy sectors—including cross-sectoral actions. Financial constraints exacerbate the modernization of the fishing and aquaculture sectors, these challenges, with many institutions operating on limited improving the capacity and efficiency of ports, and developing budgets, leading to the deprioritization of environmental ecotourism and adventure tourism—information is too concerns. Coupled with the insufficient integration of private scarce to determine whether investments in these areas are sector initiatives and a lack of consolidated knowledge, increasing in a sustainable way. Current expenditure data these challenges necessitate a well-structured response that does not discriminate how investments are realized, making promotes intersectoral communication, sustainable financing, it difficult to draw comparisons between various investment and the conscientious and sustainable use of marine and programs. This lack of information curtails in-depth research coastal resources. on the blue economy’s status and trajectory and poses hurdles for monitoring the sector’s future evolution. The proposed roadmap in Chapter 3 is a pragmatic response to move Tunisia’s blue economy agenda forward, seizing all the opportunities it offers and considering all the challenges it faces. © Freepik © Shutterstock 13 Beyond the Shoreline: Towards a Blue and Resilient Future for Tunisia 14 Figure 1: Theory of change for the blue economy in Tunisia The stakeholder workshop held on November 9, 2023, was a critical milestone on this journey. This event served as a platform to VISION OF THE BLUE ECONOMY IN TUNISIA finalize the proposed roadmap and integrate feedback and inputs gathered throughout the consultation process. The workshop A wealth-creating economy that guarantees both the environmental sustainability of natural capital and the social underscored the commitment of all involved parties to foster a sustainable and resilient blue economy in Tunisia that aligns inclusion of affected populations economic growth with environmental stewardship and social inclusion. Figure 2: From the initial diagnostic report to the final roadmap Promote social inclusion and Promote economic growth Strategic gender equality by creating Sustain natural resources of maritime activities, both sustainable jobs and preserving and ecosystem services MARCH APRIL MAY JUNE JULY SEPTEMBER JUNE objectives traditional and emerging 2021 TO and enhancing livelihoods 2021 2021 2021 2021 2021 2022 MAY 2022 Sharing and Regular Survey and Consultation World Bank Finalizing, The 2022 Blue Economy framework meetings questionnaire workshop: dialogue with editing, Diagnostic and Promote appropriate and meeting and among June 16 Ministry of the design, and Strategic Framing Report Establish institutional Develop knowledge of the innovative resources and Provisional exchanges 168 actors Steering Environment publication of is launched at a national governance involving marine and coastal capital, financing mechanisms for blue report on with Ministry Committee and General report stakeholder workshop on all stakeholders both natural and cultural economy programs and projects the blue of the meeting: Secretariat of June 24, 2022 economy Environment June 24 Maritime Affairs Strategic diagnostic and General axes Secretariat of Maritime Ensure the coordination Affairs Encourage job creation, Increase resilience to climate and coherence of public combat poverty, and include change through mitigation and policies, strategies, plans, vulnerable groups adaptation measures and sectoral programs MAIN CHALLENGES MARCH 7, 2023 MARCH 13 TO 17, 2023 JULY 17 TO 20, 2023 NOVEMBER 9, 2023 DECEMBER, 2023 1. Creation of wealth with socioeconomic benefits for current and future generations 2. Preservation of natural capital by protecting and restoring biological diversity and marine ecosystems 3. Adaptation and resilience to the intensifying impacts of climate change Technical Consultation Consultation Stakeholders’ Finalizing the assistance mission mission workshop Tunisia Blue kickoff Economy Roadmap (see Chapter 3) Published in June 2022, the diagnostic report laid the groundwork for a deeper understanding of the opportunities and challenges of the blue economy in Tunisia. Building on these insights, the following deep dive analyses were undertaken and produced to Articulated around the blue economy development framework outlined by the World Bank (2022), the deep dive analyses helped support the development of the roadmap presented in Chapter 3: to answer key questions through targeted research, stakeholder engagement, and comprehensive data analysis. This approach • A policy and institutional gap analysis and vision consultation, focused on various dimensions of the blue economy, aligning with a vision that emphasizes economic growth based on marine resources, the conservation of natural capital and ecosystem services, and the creation of resilient, equitable coastal communities. • A Blue Public Expenditure Review, The analyses specifically addressed how to improve the generation and transmission of knowledge about marine and coastal • An analysis of innovative financing and private sector investments in blue sectors, natural capital, enhance environmental assessment and climate adaptation of investments, and improve governance. • An assessment and design of an integrated database for the Blue Economy, • Analytical and technical work on combating the impact of climate change (coastal erosion and marine submersion) on coastal development in Tunisia, in particular on the tourism value chain, • A note on blue carbon in the Middle East and North Africa Region, • An ecosystem assessment to support blue carbon evaluation in Tunisia, • A strategy for a plastic-free coastline (LISP) diagnosis and draft action plan for the reduction of marine pollution by plastic and This approach focused on various dimensions of the promotion of circular economy approaches,68 and blue economy, aligning with a vision that emphasizes • Sectoral analyses to promote sustainable and climate change resilient blue investments in coastal tourism, fisheries, and aquaculture, as well as on maritime transport. The roadmap was formulated through a series of consultations and meetings, ensuring a broad and inclusive approach. The initial stage was set in motion with a kickoff meeting on March 7, 2023. This was followed by focused stakeholder consultation ECONOMIC GROWTH meetings, which were held during two missions from March 13 to 17, 2023, and from July 17 to 20, 2023. These consultations provided valuable insights and perspectives from various stakeholders, further shaping the roadmap’s development. based on marine resources, the conservation of natural capital and ecosystem services, and the creation of resilient, equitable coastal communities. © Freepik 15 Beyond the Shoreline: Towards a Blue and Resilient Future for Tunisia 16 Figure 3: Logical framework and working hypothesis 3 KEY QUESTIONS DIMENSIONS OF THE BLUE ECONOMY VISION The Three Pillars of the Blue Economy Roadmap Identifying blue economy triggers How to improve the production to bridge gaps Economic growth based on and dissemination and dissemination of knowledge at institutional, marine and coastal resources Data, analysis, about marine and coastal economic, and legal natural capital levels, and improving the mapping of Vision Conservation of natural capital How to enhance environmental natural capital and and ecosystem services assessment and climate ecosystem services adaptation of investments based Strategic actions are required to harness Tunisia’s blue economy potential on reliable data Coastal communities are less while considering the country’s challenges and sustainable development Interviews and focus groups to identify vulnerable, more resilient, and equal priorities. The roadmap proposed for Tunisia draws on the three pillars necessary activation of the World Bank’s Blue Economy Development Framework,69 which mechanisms and recognize the centrality of data and knowledge, the need for institutional Policy, institutional, How to establish a well-coordinated and fiscal reforms assess the viability governance body of actions reforms, and urgency of budgetary realignment as well as the need for blue investments to generate economic growth and development outcomes. How to improve effectiveness given the lack of integration and Blue economy Each of the proposed pillars includes priority action areas and related harmonization of mandates roadmap priority activities aimed at transforming the challenges Tunisia faces and regulations definition of priority action areas and into sustainable opportunities for Tunisia’s maritime and coastal sectors. related priority activities around the three pillars Growth of nature-based How to ensure the efficiency of the blue economy tourism and ecotourism adapted Fostering investment and sustainability of public development framework: to carrying capacity expenditures to promote stable Pillar 1: Key blue sectors and financing and equitable growth Data, analysis, Sustainable fishing and and dissemination aquaculture compatible with (including a Blue resource conservation How to attract investments that Economy Geoportal) impact innovation and climate Pillar 2: adaptation and what are the most Maritime transport adapted to Policy, institutional, effective tools environmental quality standards and and fiscal reforms sustainability integrated throughout Pillar 3: the value chain Fostering investment in key sectors and environmental protection and climate change resilience The series of studies delved into key sectors of the blue economy, including sustainable nature-based tourism, fishing and aquaculture compatible with resource conservation, and maritime transport that adheres to environmental quality standards and integrated sustainability throughout the value chain. By examining these sectors, the analysis pinpointed critical areas for investment and policy intervention that were aligned with Tunisia’s environmental sustainability and economic growth priorities. The final result is a roadmap that focuses on the three key pillars outlined in the blue economy development framework, namely: • Data, analysis, and dissemination, • Policy, institutional, and fiscal reforms, and • Fostering investment. © Freepik 17 Beyond the Shoreline: Towards a Blue and Resilient Future for Tunisia 18 © Freepik Figure 4: The three pillars of the blue economy roadmap CREATING DATA AND SHARING KNOWLEDGE As part of creating data and sharing knowledge about coastal and marine ecosystems through the geoportal (Box 1), an analysis to evaluate blue carbon potential was performed using satellite technologies to monitor blue carbon sequestration DATA, ANALYSIS, in coastal and marine ecosystems. The analysis (Box 2) also included an assessment of the economic potential of blue carbon Data Information system Knowledge AND DISSEMINATION sequestration in Tunisia and the Middle East and North African region. Overall, Tunisia is the third country in the area (after Saudi Arabia and Yemen) in terms of its blue carbon potential and economic value. The next objective is to enhance the knowledge and use of new technologies to assess and monitor carbon sequestration rates by marine and coastal ecosystems. POLICY, INSTITUTIONAL, Institutional and policy analysis Public expenditure review AND FISCAL REFORMS BOX 1: TUNISIA’S PROPOSED BLUE ECONOMY GEOPORTAL The Tunisia Blue Economy Geoportal72 is conceptualized as an innovative digital platform designed to facilitate a Environmental FOSTERING Coastal Fisheries and Maritime comprehensive understanding and exploration of the nation’s blue economy. Its architecture should encompass a broad protection and array of sections to provide targeted insights. Ideally, the homepage would feature a menu bar directing users to essential INVESTMENT tourism aquaculture transport climate action topics while providing context regarding the portal’s objectives and services. The homepage could also include sections for the latest news and upcoming events related to the blue economy. The roadmap for Tunisia’s transition focuses on 11 priority action areas, setting out 31 long-term objectives and 36 specific Figure 6: The Tunisia Blue Economy Geoportal activities (which are categorized by urgency into short-, medium-, and long-term activities) within a five-year program. This roadmap clearly delineates responsibilities between stakeholders to ensure accountability and collaborative effort. An adaptive PORTAIL DE L’ECONOMIE BLEUE DE LA TUNISIE management system with robust monitoring and evaluation mechanisms will be crucial for the roadmap’s effective implementation. Such mechanisms include clearly defined indicators with targeted results to allow for ongoing assessment, with the scope to make necessary adjustments to ensure progress towards sustainable management of coastal and marine resources. Pillar I: Data, analysis, and dissemination The 2022 Blue Economy Diagnostic and strategic framing The following work was undertaken to determine the report70 highlights the need to design and develop an characteristics of the proposed geoportal: integrated, multisectoral information system for Tunisia’s blue • A comparative analysis of blue economy databases economy. This system should incorporate climate-related data and geographic information systems. This involved in acknowledgment of the critical role that data management reviewing international best practices, existing national plays in guiding decisions on the sustainable use of coastal databases, and specific needs to develop an integrated and marine resources. geoportal for the blue economy in Tunisia. Figure 5: Proposed priority action areas and activities relating to Pillar I • A design for the geoportal was proposed. This involved creating a design dossier based on the comparative analysis results. The design envisages a centralized platform, with secure access levels, that provides users with access to integrated data on the blue economy. RELIABLE UNIFIED BLUE ECONOMY ON-THE-GROUND The following sections are proposed for the geoportal: AND HARMONIZED GEOPORTAL KNOWLEDGE COMPARATIVE ANALYSIS OUTCOMES TO • Indicators. This section could offer detailed quantitative and qualitative data on the economic, environmental, and BLUE ECONOMY AND GEOSPATIAL DATABASE DATA AND DESIGN A GEOPORTAL social dimensions of Tunisia’s blue economy. TECHNOLOGIES The following key outcomes emerged from the comparative • Dashboard. This section could provide a holistic view of the sector’s performance, integrating statistics and analysis: key indicators. Create and federate Prepare an initial Use geospatial data a comprehensive prototype of the and technologies • Current situation: Stakeholders use a diversity of data • Mapping could deliver critical geospatial information, empowering users to explore and analyze geographic data and reliable Blue Economy to monitor and covering various themes. However, spatial referencing is related to the blue economy. database on Geoportal evaluate the natural often lacking. marine and coastal carbon sequestration • About Us could outline the portal’s mission, governance, and contact information, establishing a transparent information deposits in marine • Limitations of existing portals: Identified issues included communication channel with users. and coastal a lack of dynamism, irregular updates, low interactivity with ecosystems little ability to answer custom queries, and a predominance • Projects could offer insights into ongoing and completed projects related to the blue economy. of PDF-format data often unrelated to the blue economy. • Themes could provide thematic insights and resources on various aspects of the blue economy such as fisheries, Based on the diagnostic reports guidance, the roadmap’s first • Stakeholder expectations: Stakeholders would welcome aquaculture, marine transport, and coastal tourism. pillar focuses on the collection, analysis, and dissemination of a tool for communication and data-sharing where strategies, programs, and projects related to the blue economy could • Resources could provide users with an array of resources, including documents, photos, videos, maps, and data to create and enhance knowledge relating to key sectors be centralized. policy information. of Tunisia’s blue economy. Two reports were produced: one focusing on benchmarking and identifying needs, and the • Need for a dedicated Blue Economy Geoportal: The geoportal’s proposed design combines a user-friendly experience with a robust authorization management system other proposing the design for a future integrated database The analysis identified the need to harmonize existing that provides customized access based on user roles and needs. Robust access control is essential to ensuring both and related geoportal71 to enhance transparency and access data, facilitate information-sharing, and address the gaps efficient and secure use of the portal’s diverse functionalities. to information. in current portals. 19 Beyond the Shoreline: Towards a Blue and Resilient Future for Tunisia 20 PRIORITY ACTION AREAS AND RELATED PRIORITY ACTIVITIES The following priority action areas and related priority activities were identified in the blue economy roadmap: • Establish a reliable, unified and harmonized blue economy database covering marine and coastal areas. This activity BOX 2: SEAGRASS MEADOWS IN TUNISIA—AREA AND CARBON SEQUESTRATION POTENTIAL involves creating an extensive, combined, reliable database of marine and coastal information and emphasizes the collection of accurate, reliable, and up-to-date data. A World Bank-commissioned study executed in 2023 by Planetek Italia using Copernicus Sentinel-2 satellite imagery, complemented by in situ data published by the Institut National des Sciences et Technologies de la Mer (INSTM, National • Develop an integrated, multisectoral information system on the blue economy (a Blue Economy Geoportal). Institute of Marine Sciences and Technologies) in 2013,73 evaluated the extent of seagrass meadows in the Gulf of Gabès This activity involves preparing a prototype that can then be refined and enhanced to ensure functionality, stability, and to and around the Kerkennah Islands. The study focused on mapping Posidonia oceanica and Cymodocea nodosa seagrass allow for regular updates. species, with a notable decrease in their total area from 2017 to 2022. The data showed a 5 percent reduction in the • Improve on-the-ground knowledge and leverage geospatial data and technologies to monitor and assess blue carbon seagrass meadows’ coverage (Table 2), highlighting environmental variability and challenges such as water turbidity (carbon sequestration rates by marine and coastal ecosystems). This priority activity uses geospatial data and technology and a reduction in its carbon sequestration potential. to monitor and assess the natural carbon sequestration potential in marine and coastal ecosystems, with a particular focus on seagrass meadows and wetlands. One objective of this activity is to estimate how much soil carbon has been emitted from Figure 7: Seagrass meadows for reference years 2017 (left) and 2022 (right) the loss of meadows ecosystems. Pillar II: Policy, institutional, and fiscal reforms The 2022 Blue Economy Diagnostic report emphasizes the need for a strong coordination function to transition towards a blue and resilient economy and incorporate blue economy principles into existing regulatory frameworks. It highlights the need for a comprehensive review of blue public expenditure to analyze public policies—particularly in budgetary and fiscal matters—and to identify strengths and areas for improvement that can either foster or hinder the development of the blue economy. Key areas for improvement are: • Improve interinstitutional coordination, and • Improve the efficiency and sustainability of public expenditures related to the blue economy. LEGEND LEGEND Seagrass type 1 Seagrass type 1 IMPROVE INTERINSTITUTIONAL COORDINATION Seagrass type 1 Seagrass type 1 Seabed Seabed The analysis of the institutional framework and sectoral The analysis indicated that an interinstitutional coordination policies74 identifies that a strong interinstitutional mechanism would need to have the following functions: Not visible seabed Not visible seabed coordination mechanism is essential to maximize the • Coordinate policies and institutional framework at benefits and minimize environmental and social risks multiple levels, of developing the blue economy (activities corresponding to Pillar II). In order to evaluate the existing framework and • Provide support for national governance of coastal and Table 2: Total area of seagrass meadows and total policies, three activities were undertaken: marine resources, Table 1: Area of seagrass meadows per year (km²) carbon sequestered • A policy framework analysis was conducted. This • Enhance financial sustainability and mobilize resources in Seagrass meadows type 2017 2022 Year 2017 2022 analysis provided a thorough review of the policy framework a coordinated way, Type 1 2,079 1,996 Seagrass meadow area 3,529 km2 3,365km2 as defined by strategies relating to the blue economy. It • Coordinate programs and monitor progress towards included an examination of legal texts and technical Type 2 1,450 1,368 sustainability, and 1,422.144 1,355.960 documents on regulatory instruments implemented in Total carbon sequestered Total 3,529 3,365 (tCO2e) (tCO2e) the country, aiming to understand the current institutional • Provide complementary functions such as knowledge organization and its effectiveness. management, capacity-building, and awareness raising as required, whether on a regular or intermittent basis. Seagrass meadows are highly productive ecosystems capable of sequestering significant amounts of carbon. Estimates • A comparative international case analysis was based on available literature data revealed the total carbon sequestered by these meadows in 2017 and 2022, showing conducted. This analysis focused on examining a slight decrease in line with the reduction in meadow area (Table 2). successful blue economy strategies and their institutional configurations from around the world. The objective was Satellite imaging, combined with in situ data, provides valuable insights into the distribution and dynamics of seagrass to glean insights and best practices that can be adapted to meadows. However, challenges in data acquisition, processing, and interpretation persist. Enhancing knowledge of these the Tunisian context. crucial marine ecosystems, pivotal carbon sinks, and reinforcing policies for their conservation is imperative. • Stakeholder consultations for vision alignment were held. Engaging stakeholders is crucial for understanding the The Tunisian blue economy roadmap plans to integrate this data into a blue economy database and proposes measures roles that different institutional actors can play in developing for marine ecosystem conservation, including the management of MPAs, which are essential for ecosystem preservation the blue economy. This action also sought to identify key and climate change mitigation and adaptation. institutional and governance needs and obstacles that will need to be overcome to ensure coordinated and effective implementation (see Box 3). © Freepik 21 Beyond the Shoreline: Towards a Blue and Resilient Future for Tunisia 22 The analysis of the institutional framework proposed OPTIONS FOR A SECTORAL EXECUTION that an interinstitutional coordination mechanism could STRUCTURE consist of three components: The Sectoral Execution Structure would bring together • An Interministerial Steering Committee (COPIL). all sectoral ministries, specialized government agencies, This would be a high-level body responsible for setting and research institutions that may be involved in the priorities and strategic orientations. implementation of actions linked to the development of the blue economy. • A General and Programmatic Coordination Structure. The structure would be responsible for institutional Two scenarios were evaluated for the Program BOX 3: STAKEHOLDERS’ PERSPECTIVES ON BLUE ECONOMY GOVERNANCE IN TUNISIA coordination, harmonizing actions, monitoring progress, Management Unit: The analysis of the institutional framework was underpinned by a review of legal documents and secondary sources, evaluating performance, and guiding implementation. • Scenario 1: Integrated within the general and programmatic as well as extensive consultations with significant stakeholders to understand the roles played by each institution in the coordination body, and • A Sectoral Execution Structure. This structure would blue economy’s development, and to highlight the main challenges hindering its growth. be allocated to various sectoral structures (ministries and • Scenario 2: Within an external structure (the Ministry of government agencies) under the oversight of the Program Environment or APAL). These consultations75 highlighted the complexity of the blue economy ecosystem. To kickstart the process, a stakeholder consultation workshop was organized to bring together representatives from 20 institutions. This workshop highlighted Management Unit (PMU) for technical monitoring and The choice depends on the operational capacity, available several critical areas that need attention in Tunisia’s blue economy governance and implementation roadmap, namely: result evaluation. resources, and required expertise. The regulatory framework. Stakeholders emphasized that the current regulatory framework needs significant updating and harmonization, especially regarding coastal management. Existing legislation, such as the law that created APAL, needs to specify clearer roles and mandates. The participants also called for the legal definition and geographical delineation of the coastline. Matters relating to water treatment, waste management, energy efficiency, and the imposition of penalties for non-compliance or adverse environmental impacts were seen as paramount. Current governance and innovation. The current governance structure was seen as inadequate, with a need to define responsibilities and overlapping mandates between different institutions intervening with coastal and marine areas. Stakeholders highlighted the need for a cross-sectoral governance group with better technical and financial capacities. There was a perceived lack of innovative knowledge and effective communication, with data and information often siloed within departments. Proposed governance improvements. Drawing from best practices in other countries, more efficient use of resources, improved legislation updates, better knowledge and specialization in the blue economy field, and improved management of maritime activity authorizations were among the suggestions for governance enhancement. Suggested institutional arrangements. Stakeholders have suggested a number of institutional structures to coordinate blue economy actions, while calling for their specific mandates to be reinforced. They also highlighted a need to revise the legislation governing maritime public domain use and recognized that real change in management would require time. The key observation that emerged was that none of the current institutions would be able to provide the strong intersectoral coordination that is required to lead development of the blue economy. Challenges for the coordinating body. Effective communication with other institutions involved in the blue economy, legitimacy among other institutions and citizens, understanding and commitment to sustainability, addressing perceptions of being an “obstructive” institution, creating a conducive climate for planning, and the ability to conduct or oversee high-quality technical studies, such as environmental impact assessments, are some of the challenges the coordinating body would need to overcome. © Freepik © Shutterstock 23 Beyond the Shoreline: Towards a Blue and Resilient Future for Tunisia 24 Figure 8: Proposed scenarios for the interinstitutional coordination mechanism76 SCENARIO 1 Improve the efficiency and sustainability of public expenditures related to the blue economy INTERMINISTERIAL STEERING COMMITTEE In addition to the analysis of the institutional framework, a positive impact on increasing investments and attracting a Blue Public Expenditure Review was conducted to foreign investors. Remarkably, less than 1 percent of the evaluate public policies related to the blue economy, state’s total 2023 budget seemed to be directly allocated to GENERAL AND PROGRAMMATIC COORDINATION in line with existing budget allocations and fiscal the blue economy, indicating a need for a strategic approach mechanisms. to stimulate this sector. Program Management Unit The main objective of the review, which followed World Current public expenditures appear inadequate to support the Bank guidance, was to identify insufficient public spending, blue economy and minimize negative impacts on coastal and excessive expenditures harming the marine environment, and marine ecosystems. Furthermore, some public expenditures— Sector-level execution entity missed opportunities for generating public revenue through like those in infrastructure construction and transport—could the blue economy. impact blue natural capital, requiring adjustments to reduce these impacts. Potential public revenue opportunities related Key findings of the review highlight the lack of data to clearly to blue natural capital were probably missed due to insufficient Line ministry n link current investments in Tunisia’s blue economy, such detailed information. Line ministry 1 Line ministry 2 Line ministry 3 Line ministry 4 … as fishing modernization and ecotourism development, to Focal point 1 Focal point 2 Focal point 3 Focal point 4 Focal point n PRIORITY ACTIVITIES TO IMPROVE THE EFFICIENCY AND SUSTAINABILITY OF PUBLIC EXPENDITURES RELATING TO THE BLUE ECONOMY SCENARIO 2 Based on the review’s findings, several priority activities are proposed to improve the efficiency and sustainability of blue public expenditures: INTERMINISTERIAL STEERING COMMITTEE • Prepare public budgets sensitive to the blue economy. This involves creating detailed and transparent analyses of the sustainability and effectiveness of public expenditures related to the blue economy, along with their monitoring and evaluation mechanisms. GENERAL AND PROGRAMMATIC COORDINATION • Analyze and steer investment programs and public expenditure, focusing on the development of the blue economy and general ecological transition. Program Management Unit • Enhance adaptation and harmonization of key state-owned enterprises and government agencies’ roles, particularly those involved in the blue economy. • Establish a Blue Economy Investment Fund through a public private partnership to channel strategic investments into Sector-level execution entity projects like sustainable fishing, renewable marine energies, and the protection of marine and coastal ecosystems. • Conduct a feasibility study of fiscal instruments to identify the most effective and equitable fiscal tools (such as tax credits, investment bonuses, and tax exemptions) to promote the blue economy, while considering already supported environmental activities. Line ministry n Line ministry 1 Line ministry 2 Line ministry 3 Line ministry 4 … Figure 9: Proposed priority action areas and activities relating to Pillar II Focal point 1 Focal point 2 Focal point 3 Focal point 4 Focal point n Source: World Bank. PRIORITY ACTIVITIES TO IMPROVE INTERINSTITUTIONAL COORDINATION INTERINSTITUTIONAL EFFICIENCY AND SUSTAINABILITY COORDINATION OF BLUE PUBLIC The institutional framework and policies analysis identified the following priority activities to improve the interinstitutional EXPENDITURE REVIEW coordination: • Establish an interinstitutional coordination mechanism, Establish an interinstitutional coordination mechanism Prepare public budgets “sensitive to the blue economy” • Strengthen skills and provide appropriate training to ensure the effectiveness of the interinstitutional coordination  Strengthen skills and provide appropriate training mechanism, and for the effectiveness of the interinstitutional  Analyze and steer investment programs and coordination mechanism  public expenditure • Develop and use a monitoring and evaluation system for the implementation of the roadmap. Develop and use a monitoring and evaluation system  Enhance adaptation and harmonization of key to implement the roadmap state-owned enterprises and government agencies’ roles  The Ministry of Economy and Planning and CGDSR; CMAM and SGAM; the Ministry of the Environment and APAL; the Ministry Establish a “Blue Economy Investment Fund”  of Finance; the Ministry of Agriculture, Hydraulic Resources, and Fisheries; the Ministry of Tourism and Craft; and several other Conduct a feasibility study of fiscal instruments environmental regulation and control agencies could be at the forefront of this initiative. 25 Beyond the Shoreline: Towards a Blue and Resilient Future for Tunisia 26 © Adobe Stock Develop sustainable and resilient coastal tourism Transitioning to sustainable coastal tourism is crucial, Ecotourism emerged as a potential solution for sustainable especially considering the challenges posed by climate development because it promotes conservation of the natural change and other threatening factors. This transformation is environment and active local community participation. aligned with the Sustainable Tourism Strategy 2035, which Further analysis identified key catalysts for optimizing aims to convert the tourism industry into a more regenerative sustainable coastal tourism, including investment in and resilient one. Identified key challenges include: knowledge, collaboration, local investments, training, and the development of sustainable infrastructure. • Coastal erosion and marine submersion, When managed with specific criteria and in harmony with • Loss of marine and coastal biodiversity, ICZM approaches, ecotourism can enhance the resilience of the tourism sector and stimulate socioeconomic development • Increasing marine pollution, notably from plastics, and without compromising the environment. Pillar III: Fostering investment • Mass tourism pressures. In alignment with the key recommendations of the 2022 Diagnostic Report, a comprehensive examination was conducted to review existing financial mechanisms that could help promote, develop, and scale blue investments (specifically in the coastal tourism, PRIORITY ACTIVITIES TO PROMOTE COASTAL ECOTOURISM fisheries and aquaculture, and marine transportation sectors) that also support environmental protection and climate action. Based on the analysis, the following priority activities are proposed to promote sustainable coastal tourism development in Tunisia: Figure 10: Proposed priority action areas and activities relating to Pillar III • Develop and establish guidelines for the development of • Develop training and support for stakeholders in sustainable coastal tourism. implementing best tourism practices. Educate and assist tourism operators to adopt sustainable tourism practices. • Structure and deploy multistakeholder pilot projects (“demonstration experiences”) for ecological and energy • Identify and promote “Sustainable Tourism Champions” transition in the tourism sector. in Tunisia. Recognize and showcase successful sustainable tourism initiatives and operators as models for emulation within COASTAL FISHERIES AQUACULTURE MARITIME ENVIRONMENTAL • Develop thematic ecotourism offerings for biodiversity the industry. TOURISM TRANSPORT PROTECTION AND preservation and carbon footprint reduction. Create CLIMATE RESILIENCE ecofriendly tourism packages that focus on preserving biodiversity and reducing carbon footprints. Develop and Develop and Establish Allocated Renew fleet to Develop and establish guidelines implement a Zones for reduce greenhouse implement robust Enhance the fisheries and aquaculture sectors for the development participatory Aquaculture  gas emissions  and adaptive of sustainable information management plans  The analysis of Tunisia’s fisheries sector reveals significant gaps that need to be addressed to strengthen this vital component Develop an Modernize the coastal tourism  collection protocol  of the blue economy. Key findings include: integrated program regulatory framework Map and update Structure and deploy Map and assess key to improve for port concessions  ecologically • A lack of comprehensive mapping and systematic assessment of fish stocks. The absence of detailed mapping of multistakeholder commercial stocks fry mortality sensitive zones  Establish commercial fishery resources and systematic stock assessments hinders effective management and sustainable exploitation pilot projects for using sustainability management in low-carbon refueling Establish a of these resources. ecological and indicators  aquaculture infrastructure sustainable energy transition in • The need for enhanced data collection and scientific observation. Improved scientific data collection and fishery statistics Update and complete Stimulate local blue mechanism to the tourism sector Enhance safety is critical. This involves greater involvement of fishers in data collection and increasing the presence of scientific observers management plans economy growth implement and Develop thematic and environmental monitor the progress on fishing vessels. for key fisheries ecotourism offerings  standards controls  of the Plastic-Free species and areas  • Governance and legal framework improvements. Recommendations include the development of management plans for Support research Coastline strategy key species, enhanced co-management and governance structures, fishing law reform, the creation of a national plan to Develop training Promote artisanal and innovation in and its action plan prevent illegal fishing, and renovation of the L’Agence des Ports et des Installations de Pêche (APIP, Agency for Ports and and support for fishers’ inclusion in stakeholders in maritime economy Execute the Fishing Facilities). sustainable resource implementing best management Plastic-Free The analysis of Tunisia’s aquaculture sector identified several opportunities to guide the sustainable growth of this sector. These tourism practices  Coastline action plan  Develop and opportunities include: Identify and promote implement an Implement • Establishing and managing allocated zones for aquaculture (ZAA) within the marine spatial planning framework. “Sustainable Tourism integrated monitoring coastal and Champions” marine ecological There is a need to effectively establish and manage ZAAs to minimize negative environmental and socioeconomic impacts and control plan for restoration and and balance the use of maritime space to prevent conflicts with other activities. fishing activities climate adaptation • Building capacity and skills. Strengthening the skills and capacities of aquaculture professionals is crucial for the advancement Strengthen the projects of this sector. A capacity-building program to develop an integrated program to improve fry mortality management would implementation enhance overall aquaculture efficiency. of the National Action Plan for the • Updating the Aquaculture Master Plan. The Aquaculture Master Plan needs to be updated with a medium to long-term Eradication of strategy that incorporates technological advancements and considerations of maritime space use. “kiss trawling” • Modernize outdated aquaculture infrastructure. Upgrading obsolete aquaculture infrastructure is a priority for the Reform the sector’s modernization. National Legislative Framework Despite challenges, the aquaculture sector holds potential to mitigate the impacts of overfishing and contribute to the growth of on Fishing the blue economy, provided sustainable practices are adopted. 27 Beyond the Shoreline: Towards a Blue and Resilient Future for Tunisia 28 PRIORITY ACTIVITIES TO ENHANCE THE FISHERIES SECTOR PRIORITY ACTIVITIES TO ENHANCE THE MARITIME TRANSPORT SECTOR The following activities are proposed to promote sustainable development in the fisheries sector: The roadmap proposes the following priority activities to address these challenges and maximize the sector’s potential: • Develop and implement a participatory information • Promote artisanal fishers’ inclusion in sustainable • Support the renewal of the transport fleet to reduce greenhouse gas emissions. Support the renewal of the maritime collection protocol. Establish and implement an information resource management. Encourage the inclusion of fishers fleet to reduce emissions in compliance with Annex VI of MARPOL.77 collection protocol involving fishers, including a list of in the sustainable management of fishery resources through • Modernize the regulatory framework for port concessions to facilitate and simplify procedures, making them more indicators, scientific observer assistance on fishing boats, and co-management and participative management models. This effective. Update the legal and regulatory framework governing the granting of port concessions to enhance efficiency a standardized data recording system with regular updates. should be in line with the principles and objectives of ICZM and competitiveness. and should promote ecosystem-based fisheries approaches. • Map and assess key commercial stocks using • Establish low-carbon refueling infrastructure. Develop infrastructure to recharge electric vessels (preferably using sustainability indicators. Create detailed maps and • Develop and implement an integrated monitoring renewable energy) and provide liquid natural gas in maritime ports and ballast water-treatment stations. assessments of key commercial stocks based on and control plan for fishing activities. Implement sustainability indicators (key performance indicators a comprehensive plan for monitoring and controlling • Enhance the control and surveillance of safety rules and environmental standards within the maritime sector. or KPIs). These insights, integrated into the database fishing activities to achieve predefined objectives. A key • Support research and innovation in the maritime economy. Create a dedicated position within the Office of Merchant proposed in Pillar I, would inform decision-making in the focus of this plan would be to contribute to the recovery Marine and Ports focusing on research and innovation, specifically tailored to the maritime sector’s blue economy. fisheries sector. and preservation of biodiversity, ensuring that fishing practices are sustainable and aligned with environmental • Update and complete management plans for key conservation goals. fisheries species and areas. The management plans for the country’s primary species and zones should • Strengthen the implementation of the National Action Strengthen environmental protection and climate resilience be updated and enhanced through more participative Plan for the Eradication of “kiss trawling” and the legal and sustainable management. This should be based framework supporting it. Enhance the implementation Tunisia has acknowledged the crucial role of environmental protection and climate change mitigation and adaptation within on existing information about stock trends and of the national action plan to eradicate “kiss trawling” and the blue economy.78 The roadmap focuses on strategic priorities in climate change and ecological transition and incorporates future projections, considering vulnerability factors. support the plan with a robust legal framework. significant studies such as the detailed analysis of climate change impacts on coastal development, particularly the value chain of • Reform the national legislative framework on fishing. coastal tourism, and the Tunisia’s LISP Strategy and Action Plan. These studies and analyses identified the following challenges: This includes reforming existing laws, such as Law No. 94-13 related to fishing practices. • Marine protected area degradation. Tourism and • Climate change and coastal erosion. Rising sea levels destructive fishing practices exert pressure on protected and extreme weather events pose significant threats zones, jeopardizing their ecological integrity. to biodiversity, infrastructure, and the tourism sector’s value chain. PRIORITY ACTIVITIES TO ENHANCE THE AQUACULTURE SECTOR • Marine and plastic pollution. Key areas along the Tunisian coast, especially major cities and industrial sites • Lack of standardized and integrated data. Decision- The following priority activities are proposed to promote sustainable development in the aquaculture sector: like the Gulf of Tunis and Gabès, are afflicted with high making processes are often hampered by the • Establish allocated zones for aquaculture within • Stimulate the growth of the local blue economy by pollution levels. Plastic pollution along the coastlines absence of reliable and up-to-date scientific data on the marine spatial planning framework, minimizing launching initiatives that value maritime professions and severely impacts marine life and poses risks to human vulnerable ecosystems. environmental and socioeconomic impacts and negative create sustainable employment and entrepreneurship activities, diminishing the appeal for tourism. interactions with other uses. opportunities, especially for youth, women, and small producers, in alignment with other existing cooperation PRIORITY ACTIVITIES TO STRENGTHEN ENVIRONMENTAL PROTECTION AND • Develop an integrated program to improve fry initiatives. mortality management in aquaculture and optimize CLIMATE RESILIENCE fish and aquaculture product purification and conservation The following priority activities are proposed to address these challenges and support the blue economy: processes, enhancing ecological and energy efficiency for better productivity. • Develop and implement robust and adaptive management • Execute the Plastic-Free Coastlines Action Plan. plans. Develop and execute effective management plans for Implement the LISP Action Plan, with a particular focus on MPAs and other environmentally sensitive areas. high-priority projects, to effectively address coastal plastic Enhance the resilience and competitiveness of maritime transport • Map and update ecologically sensitive zones. Create pollution. and regularly update maps of ecologically sensitive areas, • Implement coastal and marine ecological restoration The analysis of Tunisia’s maritime transport sector highlights its central role in Tunisia’s integration in the global value chains and including Posidonia oceanica and other seagrass meadows, and climate adaptation projects. Establish restoration its significant impact on the country’s economy. Key findings include: for integration into the proposed Blue Economy Geoportal. and climate adaptation projects in identified vulnerable coastal and marine areas, leveraging integrated coastal • Global value chains. Maritime ports are pivotal in modern economies, offering undeniable opportunities. Tunisia’s ports are • Establish a sustainable mechanism to implement and zone management approaches, community participation, crucial for economic growth, exports, revenues, and marine resource preservation. monitor the progress of the Plastic-Free Coastlines and nature-based solutions. strategy and its action plan. • Challenges and opportunities. Despite its importance, as evidenced by 2021 data from the Office de la Marine Marchande et des Ports (OMMP, Merchant Marine and Ports Office), the sector faces challenges in infrastructure improvement and enhancing the country’s reputation. • International competitiveness. Tunisia’s low ranking in international maritime transport indicators underscores the need to bolster the competitiveness of its maritime transportation. • Quality index evaluation. The sector requires improvements to port infrastructure to support resilient growth; fleet renewal to meet international safety standards; capacity enhancement of merchant navy officers; investment in research and innovation for a competitive future; and the development of maritime energy infrastructures, including renewables, for environmental commitment. © Freepik 29 Beyond the Shoreline: Towards a Blue and Resilient Future for Tunisia © Freepik 30 Summary of the Blue Economy Roadmap Priority (Very high, Implementation Priority action areas Proposed priority activities Table 4 summarizes all priority action areas and proposed activities identified in the report towards the creation of Tunisia’s high, medium, low) timeline (years) Blue Economy roadmap. A priority level and implementation timeline are provided to drive the Blue Economy agenda. Pillar III: Fostering investment Table 4: Summary of roadmap priority action areas and related proposed activities Key sectors of the blue economy Priority (Very high, Implementation Develop sustainable Develop and establish guidelines for the High 2023–2028 Priority action areas Proposed priority activities coastal tourism resilient development of sustainable coastal tourism high, medium, low) timeline (years) to the effects of climate Pillar I: Data, analysis, and dissemination change and move towards integrated management Structure and deploy multistakeholder pilot projects Very high 2023–2026 of sustainable blue (“demonstration experiences”) for ecological and Establish a reliable Create and federate a comprehensive and Very high 2023–2026 energy transition in the tourism sector reliable database on marine and coastal destinations adapted to unified and harmonized information, focusing on the collection of the challenges and risks of blue economy database accurate, reliable, and updated data climate change covering marine and coastal areas Develop thematic ecotourism offerings for Very high 2023–2026 biodiversity preservation and carbon footprint reduction Develop a Blue Economy Prepare an initial prototype of the High 2023–2026 Geoportal: an integrated Blue Economy Geoportal needed for its Develop training and support stakeholders in Moderate 2023–2025 and multisectoral development, to materialize its design, and to implementing good tourism practices information system on the ensure its functionality, stability, and regular blue economy update schedule Identify and promote “Sustainable Tourism Moderate 2023–2025 Champions” in Tunisia Improve on-the-ground Use geospatial data and technologies to monitor Low 2023–2026 knowledge and leverage and evaluate the natural carbon sequestration geospatial data and deposits in marine and coastal ecosystems, focusing on seagrass meadows and wetlands. Develop a sustainable and Establish and implement an information collection High 2024–2028 technologies for monitoring climate-resilient fishing protocol involving fishers, including a list of and assessing blue carbon Estimate how much soil carbon has been emitted from the loss of meadow ecosystems and aquaculture sector indicators, scientific observer assistance on fishing boats, and a standardized data recording system with regular updates Pillar II: Strategic, institutional, and budgetary reforms Map and assess key commercial stocks using Very high 2024–2028 Improve interinstitutional Establish an interinstitutional coordination Very high 2023–2025 sustainability indicators to inform decision-making coordination mechanism in fisheries Strengthen skills and provide appropriate Very high 2023–2026 training to ensure the effectiveness of the interinstitutional coordination mechanism Update and complete management plans for High 2024–2028 key fisheries species and areas through more Develop and use a monitoring and evaluation Very high 2024–2026 participative and sustainable management system for the implementation of the roadmap based on current stock information and future projections, considering vulnerability factors Improve the efficiency and Prepare public budgets “sensitive to the High 2023–2026 sustainability of public blue economy” for detailed and transparent analysis of sustainability and efficiency of related Encourage the inclusion of fishers in the Moderate 2024–2028 expenditures related to the sustainable management of fisheries resources blue economy public spending through co-management and participative management models, in line with integrated Analyze and steer investment programs and High 2023–2025 coastal zone management goals and promoting public expenditures towards the blue economy ecosystem-based fisheries approaches and ecological transition Enhance adaptation and harmonization of High 2023–2026 Develop and implement an integrated monitoring Very high 2024–2028 key state-owned enterprises and government and control plan for fishing activities to achieve agencies’ role in the blue economy predefined objectives while contributing to biodiversity recovery Establish a “Blue Economy Investment Fund” High 2024–2028 through public-private partnerships for strategic Strengthen the implementation of the National Very high 2024–2028 investments in related projects Action Plan for the Eradication of “kiss trawling” and the legal framework supporting it Conduct a feasibility study for effective and High 2024–2026 equitable fiscal instruments to promote the blue economy, considering existing Reform the national legislative framework on fishing, High 2024 environmental activities particularly Law No. 94-13 regarding the exercise of fishing 31 Beyond the Shoreline: Towards a Blue and Resilient Future for Tunisia 32 Table 4: Summary of roadmap priority action areas and related proposed activities (continued) Priority action areas Proposed priority activities Priority (Very high, high, Implementation 4 timeline (years) medium, low) Develop a sustainable and Key sectors of the blue economy Establish aquaculture allocated zones within the marine High 2024–2026 Financing the Blue Economy climate-resilient fishing spatial planning framework, minimizing environmental and and aquaculture sector socio-economic impacts and negative interactions with other uses Develop an integrated program to improve fry mortality High 2025–2028 The current government budget allocated to the blue economy management in aquaculture and optimize fish and aquaculture product purification and conservation processes, enhancing ecological and energy efficiency for better productivity Budget plays a pivotal role in financing sectors that are central to the development of the blue economy in Tunisia. The government is Stimulate the growth of the local blue economy by launching Moderate 2025–2028 grappling with multiple pressures in the current fiscal landscape, and initiatives that value maritime professions and create sustainable employment and entrepreneurship opportunities, the 2023 budget report reflects this challenge. While the Budget Report especially for youth, women, and small producers, in alignment with other existing cooperation initiatives acknowledges the importance of sectors integral to the blue economy, it does not explicitly identify actions, budgets, or funding channels targeted Promote the economic, Support the renewal of the maritime fleet to reduce greenhouse gas emissions in compliance with Annex VI of MARPOL Very high 2024–2025 towards the coastal and marine natural capital development. environmental, and social sustainability of maritime transport and ports Modernize the regulatory framework for port concessions to Very high 2024–2025 across the entire value facilitate and simplify procedures, making them more effective chain and strengthen the sector's adaptation and resilience capacities Establish low-carbon refueling infrastructure for electric Very high 2024–2025 renewables when possible, and liquefied natural gas to the effects of climate refueling in maritime ports and ballast stations change Enhance the control and surveillance of safety rules and High 2024–2025 environmental standards in the maritime sector Support research and innovation in maritime economy Low 2026–2027 including a dedicated position for research and innovation within the Office of Merchant Marine and Ports, specializing in the maritime sector's blue economy Protection of the environment and the fight against climate change Preserve marine and Develop and implement robust and adaptive management High 2023–2026 coastal assets through plans, prioritizing the evaluation of their effectiveness the conservation of marine and coastal areas Map and update ecologically sensitive zones, including Moderate 2025–2027 and their biodiversity Posidonia seagrass meadows and other marine grasslands, for integration into the Blue Economy Geoportal Prevent and reduce Establish a sustainable mechanism to implement and monitor Very high 2024 marine and coastal the progress of the Plastic-Free Coastlines strategy and its pollution of all kinds, action plan particularly from plastics Execute the Plastic-Free Coastlines action plan, focusing High 2024–2026 on highly prioritized projects Develop the resilience Implement ecological restoration and climate change High 2025–2027 of marine and coastal adaptation projects in vulnerable coastal and marine areas, resources to climate using the integrated coastal zone management and marine change and the effects spatial planning approach, community participation, and of coastal erosion and nature-based solutions exploit the potential of blue carbon © Freepik 33 Beyond the Shoreline: Towards a Blue and Resilient Future for Tunisia 34 The 2023 National Budget79 earmarks about 7 percent of its estimated allocation for special missions to primary sectors that could Innovative instruments such blue bonds and nature debt The International Finance Corporation (IFC)85 has initiated be related to the blue economy, including agriculture, water resources, maritime fishing, tourism, transport, and environment. swaps could be potential game-changers for Tunisia in an Environmental, Social, and Governance (ESG) program Based on available information, this means that a mere 0.45 percent of the total budget for these special missions can be directly financing its blue economy. Blue Bonds are essentially debt in Tunisia, aiming to foster sustainable business growth and associated with the blue economy. instruments—whether issued by governments, such as the attract private sector investment. Launched in partnership with Seychelles (Box 4) or private entities—that aim to finance the Swiss State Secretariat for Economic Affairs, the program Diving deeper into specific sectors reveals that: projects that endorse the sustainable use and preservation emphasizes the adoption of ESG best practices across of marine and coastal resources. Nature debt swaps Tunisia’s financial, manufacturing, and agribusiness sectors. • The maritime and port program, which oversees eight • The maritime fisheries and aquaculture program saw maritime ports and 41 fishing ports, received TD 23 million an increased allocation in 2021, with a notable portion of follow a cutting-edge financial model that enhances nature It also aims to enhance the capacity of regulatory bodies, (US$7.4 million) in 2020 (2.67 percent of the TD 861 million this budget aimed at fuel subsidies and port developments. conservation through debt repayment schemes. Nations including the Central Bank of Tunisia and the Tunis Stock [US$278.3 million] allocated to the transport sector). or entities experiencing debt sustainability challenges can Exchange, to integrate, monitor, and enforce ESG standards. • The Environment Mission, pivotal for the blue economy, choose to redirect a fraction of their debt towards investments It serves as a testament to the pivotal role that responsible • In 2023, the budget mentions a TD 30 million (US$9.7 million) directs about 4.1 percent of its budget to programs or actions dedicated to environmental conservation and corporate practices and climate risk transparency play in allocation for the acquisition and upkeep of ships (still less concerning the prevention of coastal and marine the blue economy. An example is PORTUGAL BLUE,82 a attracting investments and fostering sustainable growth, than 3 percent of the transport budget). pollution. However, the specifics of these programs are not detailed. €50 million (US$54.7 million) collaboration to buttress particularly in crucial sectors of the blue economy. • Despite its contribution to the GDP, the tourism Portuguese enterprises in the blue economy. PORTUGAL sector had a very small allocation of the 2021 budget BLUE seeks to address the financing challenges encountered Local financial institutions are already embracing such (TD 0.16 million [US$52,000]). by small and medium enterprises (SMEs) in the blue economy innovative finance practices. Banque Zitouna’s partnership by introducing guarantees to financial intermediaries, with Soul & Planet86 is an example of a local, private sector- effectively attenuating perceived lending risks. Tunisia could led initiative promoting responsible corporate governance reap the benefits of international investment by harnessing and climate risk disclosure. It emphasizes the financing of The need for innovative finance and private sector funding such mechanisms, as long as it does so with a nuanced grasp sustainable development and has led to impactful measures of their associated risks and rewards. aimed at combating climate change, including significant While the Tunisian government’s budgetary allocations demonstrate an intention to support the blue economy, public funding water usage optimization and employee climate awareness alone is clearly insufficient to achieve this goal. This situation underscores the importance of inviting private sector investments Tunisia’s recent reforms to bolster innovative SMEs83 can programs. These measures—part of Banque Zitouna’s to complement the public sector’s effort, offering both financial depth and innovative approaches to harness the full potential of also be leveraged to finance the blue economy. A cornerstone broader strategy to ensure operational efficiency and the blue economy. To foster private sector investment in the blue economy, it is imperative to adopt a multifaceted investment to achieve this are the incubation and entrepreneurship environmental stewardship—demonstrate how corporate strategy.80 This involves reallocating Tunisian public funds while simultaneously enhancing access to international concessional programs that can include innovative companies active in the social responsibility and clear climate action can catalyze the and catalytic financing avenues aimed at both developmental goals and climate change mitigation and adaptation. It also blue economy space. financing and growth of the blue economy. involves developing public-private partnerships and mobilizing international philanthropic funds with mandates to invest in blue economy initiatives. Fiscal incentives84 such as tax credits and blue economy- centric tax reductions included in the reform package, could be The private sector plays an important role in financing blue economy sectors such as tourism, fisheries and aquaculture, and steered toward developing the blue economy. Tunisia already marine transport. In tourism, private investments typically focus on enhancing eco-resorts and sustainable practices that protect has a series of fiscal incentives aimed at environmental coastal ecosystems. In fisheries and aquaculture, private funds are being directed towards sustainable fishing practices and conservation in place. For instance, taxes channeled innovative aquaculture technologies. Similarly, in marine transport, private investments focus on green shipping initiatives and towards the Environmental Protection and Aesthetics Fund infrastructure that reduces environmental impact. predominantly target city protection endeavors such as cleaning, fighting pollution, improving aesthetics, and raising environmental awareness. Additionally, Article 37 of Tunisia’s Investment Incentive Code provides various incentives for firms that invest to mitigate pollution from their operations, or that specialize in waste collection, transformation, and BOX 4: THE SEYCHELLES BLUE BOND treatment. These incentives are not currently exclusively tailored for blue economy initiatives and focus on broader In 2018, Seychelles launched the world’s first sovereign Blue Bond81 with the support of the World Bank, raising environmental concerns. Another potential financing US$15 million from the private sector to finance the ocean economy. This innovative financial package aimed to catalyst could be a lower value added tax (VAT) rate for save Seychelles more than US$8 million in interest over 10 years. The Blue Bond finances marine protection, fishery blue economy products. By applying reduced VAT rates to management, and supports the transition to sustainable ocean-based industries. Key partners included the Global eco-conscious products and services, such as sustainable Environmental Facility and The Rockefeller Foundation, showcasing a model for financing sustainable ocean economies seafood products and ecotourism, the government could in small island states. bolster their uptake. Corporate social responsibility practices and climate risk disclosure could further encourage private sector investment in the blue economy. Commitment to environmental stewardship and transparency may enhance the credibility of Tunisian private sector organizations and improve investor confidence, opening avenues for the use of specialized green and blue financing instruments tailored for environmentally beneficial projects. A focus on corporate social responsibility could spur innovation and operational efficiency, leading to new business opportunities in the blue economy. © Freepik © Freepik 35 Beyond the Shoreline: Towards a Blue and Resilient Future for Tunisia 36 © Freepik Conclusion The roadmap for Tunisia’s blue economy presents an opportunity for Tunisia to harness the potential of the blue economy as a catalyst for resilient economic growth, environmental sustainability, and social inclusivity. The roadmap highlights key challenges—including environmental degradation, climate change impact, governance complexities—and fiscal constraints. It further presents several strategic priority action areas and related priority activities across three pillars to address these challenges and transition towards a sustainable and resilient blue economy. The roadmap’s first pillar (data, analysis, and dissemination) The third pillar (fostering investment) identifies specific emphasizes the importance of a robust data infrastructure policy interventions and incentives that will enable investment that facilitates informed decision-making and transparent in, and the growth of, key sectors such as coastal tourism, management of marine resources. The development of an fisheries, aquaculture, and maritime transport while protecting integrated geoportal and a comprehensive database would and restoring the coastal and marine natural capital through mark a significant step towards achieving this goal. It also ICZM approaches, community participation, and nature-based emphasizes the need to improve knowledge by leveraging solutions. It calls for innovative financing mechanisms, private new technologies. sector engagement, and adoption of sustainable practices. The second pillar (policy, institutional, and fiscal reforms) The roadmap highlights the critical role of both public and focuses on the critical need for institutional and fiscal private investments, advocating for a synergistic approach reforms. It underscores the necessity of a strong coordination that leverages innovative financing models and underscores BOX 5: HARNESSING THE POTENTIAL OF BLUE CARBON IN TUNISIA mechanism, streamlined governance structures, and a the importance of fiscal incentives and corporate social thorough public expenditure review. These reforms are pivotal responsibility in attracting sustainable investments. Blue carbon refers to the carbon captured and stored by coastal and marine ecosystems. This natural process, primarily to ensuring the efficiency, effectiveness, and sustainability of carried out by mangroves, seagrasses, and salt marshes, is an effective mechanism to reduce greenhouse gas emissions87 the blue economy initiatives. The roadmap serves as both a call to action and a guide, that can significantly contribute to Tunisia’s ambitious mitigation targets. outlining the pathways Tunisia could navigate to address the current challenges, leverage its unique marine and coastal The importance of blue carbon extends beyond its ecological role; it opens avenues for financing the blue economy through assets, and realize the full potential of its blue economy. blue carbon credits.88 To tap into this latent potential (see Box 2), Tunisia needs a comprehensive assessment to map and quantify the extent and health of coastal and marine ecosystems (especially saltmarshes and seagrass meadows) to assess the total blue carbon sequestration potential, alongside robust policies and legal frameworks dedicated to the conservation and restoration of these ecosystems. Research and monitoring play a crucial role in understanding the dynamics of blue carbon in Tunisian coastal ecosystems. Establishing mechanisms to track changes and impacts will ensure informed decision-making. Involving local communities in these conservation efforts is equally important. Providing them with education and resources will empower them to protect and restore these ecosystems effectively. Tunisia’s objective of harnessing the potential of blue carbon also requires international collaboration. Engaging with global organizations and initiatives focusing on blue carbon can bring in much-needed technical expertise and financial support. Moreover, creating incentive mechanisms for the private sector to invest in blue carbon projects is crucial. For example, this can be achieved through carbon credit schemes. The design and execution of financing mechanisms should build on existing sector-specific best practices, clearly outline project parameters and goals, and conduct exhaustive financial viability and risk assessments. To harness the full spectrum of the blue economy financing potential in Tunisia, it is essential to continue aligning incentives by forging robust financing frameworks with the active collaboration of both public and private stakeholders, while improving training and knowledge within the sectors, and staying attuned to international financing trends and prospects. © Freepik 37 Beyond the Shoreline: Towards a Blue and Resilient Future for Tunisia 38 References 1 World Bank. 2022. “Stratégie de la Tunisie “Littoral Sans 13 Ministry of the Environment. 2023. Stratégie Nationale de 24 Republic of Tunisia. 2022. “Long-Term Carbon Neutral and 34 Ministry of Agriculture, Water Resources, and Fisheries. 2020. Plastiques - LISP”: Diagnostic de la situation et ébauche de plan Transition Ecologique (SNTE). https://www.environnement.gov. Climate Resilient Development Strategy by 2050.” https://unfccc. “Rapport National du Secteur de l’Eau.” http://www.onagri.nat.tn/ d’action.” Washington, DC: World Bank. https://documents1. tn/la-strategie-nationale-de-la-transition-ecologique/la-strategie- int/sites/default/files/resource/Strat%C3%A9gie%20de%20 uploads/Etudes/Revue_2020_final.pdf. worldbank.org/curated/en/099900205192222188/pdf/P170596 nationales-de-la-transition-ecologique#:~:text=D%C3%A9but%20 d%C3%A9veloppement%20neutre%20en%20carbone%20 07dab3e0240987407b5689c83231.pdf. 2023%2C%20la%20Tunisie%20s,%C3%A9cart%20de%20 et%20r%C3%A9silient%20-%20Tunisie.pdf. 35 Ministry of Agriculture, Water Resources, and Fisheries. 2020. l’%C3%A9volution%20mondiale. “Rapport National du Secteur de l’Eau.” http://www.onagri.nat.tn/ 2 World Bank. 2022. “The Blue Economy Development Framework.” 25 Republic of Tunisia. 2022. “Long-Term Carbon Neutral and uploads/Etudes/Revue_2020_final.pdf. Washington, DC: World Bank. https://thedocs.worldbank.org/en/ 14 Republic of Tunisia. 2022. “Suivi de la mise en œuvre du Climate Resilient Development Strategy by 2050.” https://unfccc. doc/e5c1bdb0384e732de3cef6fd2eac41e5-0320072021/original/ programme national des réformes.” http://www.pm.gov.tn/pm/ int/sites/default/files/resource/Strat%C3%A9gie%20de%20 36 World Bank. 2022. “Stratégie de la Tunisie “Littoral Sans BH023-BlueEconomy-FINAL-ENGLISH.pdf. upload/fck/File/Programme2022fr.pdf. d%C3%A9veloppement%20neutre%20en%20carbone%20 Plastiques - LISP”: Diagnostic de la situation et ébauche de plan et%20r%C3%A9silient%20-%20Tunisie.pdf. d’action.” Washington, DC: World Bank. https://documents1. 3 African Development Bank. 2023. “Perspectives économiques en 15 Ministry of the Economy and Planning. 2022. “Guidance note worldbank.org/curated/en/099900205192222188/pdf/P170596 Tunisie.” Accessed October 28, 2023. https://www.afdb.org/fr/pays- vision 2035.” http://www.mdici.gov.tn/wp-content/uploads/2022/07/ 26 IFAD (International Fund for Agricultural Development). 07dab3e0240987407b5689c83231.pdf. afrique-du-nord-tunisie/perspectives-economiques-en-tunisie. version_pr%C3%A9liminaire-_vision2035_juillet_2022.pdf. 2024. Tunisia Country Context. https://www.ifad.org/en/web/ operations/w/country/tunisia. 37 Dalberg Advisors, WWF Mediterranean Marine Initiative. 2019. 4 https://www.ins.tn/en/publication/gross-domestic-product-gdp- 16 Ministry of the Economy and Planning. 2022. “Guidance note “Stop the plastic flood. A guide for policy-makers in Tunisia.” WWF. fourth-quarter-2023. vision 2035.” Page 11. http://www.mdici.gov.tn/wp-content/ 27 Republic of Tunisia. 2022. “Long-Term Carbon Neutral and http://awsassets.panda.org/downloads/05062019_wwf_tunisia_ uploads/2022/07/version_pr%C3%A9liminaire-_vision2035_ Climate Resilient Development Strategy by 2050.” https://unfccc. guidebook.pdf. 5 World Bank. 2023. “Tunisia’s Economic Recovery Slows juillet_2022.pdf. int/sites/default/files/resource/Strat%C3%A9gie%20de%20 Down amid the Drought.“ Press release. November 6, 2023. d%C3%A9veloppement%20neutre%20en%20carbone%20 38 World Bank. 2022. “Stratégie de la Tunisie “Littoral Sans https://www.worldbank.org/en/news/press-release/2023/11/06/ 17 Ministry of the Economy and Planning. 2022. “Guidance et%20r%C3%A9silient%20-%20Tunisie.pdf. Plastiques - LISP”: Diagnostic de la situation et ébauche de plan tunisia-s-economic-recovery-slows-down-amid-the-drought. note vision 2035.” Pages 12 and 32. http://www.mdici.gov.tn/ d’action.” Washington, DC: World Bank. https://documents1. wp-content/uploads/2022/07/version_pr%C3%A9liminaire-_ 28 Republic of Tunisia. 2022. “Long-Term Carbon Neutral and worldbank.org/curated/en/099900205192222188/pdf/P170596 6 Republic of Tunisia. 2022. “Suivi de la mise en œuvre du vision2035_juillet_2022.pdf. Climate Resilient Development Strategy by 2050.” https://unfccc. 07dab3e0240987407b5689c83231.pdf. programme national des réformes.” http://www.pm.gov.tn/pm/ int/sites/default/files/resource/Strat%C3%A9gie%20de%20 upload/fck/File/Programme2022fr.pdf. 18 Ministry of the Economy and Planning. 2022. “Guidance note d%C3%A9veloppement%20neutre%20en%20carbone%20 39 Republic of Tunisia. 2023. “Development Plan 2023– vision 2035.” Page 32. http://www.mdici.gov.tn/wp-content/ et%20r%C3%A9silient%20-%20Tunisie.pdf. 2025.” http://www.mdici.gov.tn/wp-content/uploads/2023/01/ 7 World Bank. 2023. “Tunisia Economic Monitor, Fall 2023: uploads/2022/07/version_pr%C3%A9liminaire-_vision2035_ Presentation_plan_confe%CC%81rence_presse.pdf. Migration Amid a Challenging Economic Context.” Washington, DC: juillet_2022.pdf. 29 APAL-PNUD (Coastal Protection and Development Agency World Bank. https://openknowledge.worldbank.org/server/api/core/ and United Nations Development Program). 2012. “Etude 40 Republic of Tunisia. 2022. “Suivi de la mise en œuvre du bitstreams/61681946-61ae-4d4a-a278-dbf7305acb7a/content. 19 Republic of Tunisia, “Development Plan 2023-2025”, de la carte de la vulnérabilité du littoral Tunisien due aux programme national des réformes.” http://www.pm.gov.tn/pm/ January 2023. Présentation PowerPoint. http://www.mdici. Changements Climatiques.” https://info.undp.org/docs/pdc/ upload/fck/File/Programme2022fr.pdf. 8 Rezgui D. 2023. “La BCT maintient inchangé son taux gov.tn/wp-content/uploads/2023/01/Presentation_plan_ Documents/TUN/Atlas%20Vuln+%C2%AErabilit+%C2%AE%20 directeur à 8%.” Managers, October 19, 2023. https://managers. confe%CC%81rence_presse.pdf. littoral%20ENM_coupe_optimis+%C2%AE.pdf. 41 World Bank. 2024. “Tunisia Economic Monitor, Spring 2024”. tn/2023/10/19/la-bct-maintient-inchange-son-taux-directeur-a-8/. Washington, DC: World Bank. Forthcoming, to be released on 20 Based on exchange rate as of December 12, 2023. 30 ITES (Institut Tunisien des études stratégiques). 2018. “La May 6, 2024. https://openknowledge.worldbank.org/server/api/ 9 World Bank. 2023. “Tunisia Economic Monitor, Fall 2023: stratégie maritime Tunisienne : Etude d’une stratégie durable core/bitstreams/61681946-61ae-4d4a-a278-dbf7305acb7a/ Migration Amid a Challenging Economic Context.” Washington, DC: 21 Republic of Tunisia. 2023. “Development Plan 2023–2025.” sur l’économie bleue.” https://www.admin.ites.tn/api/uploads/files/ content. World Bank. https://openknowledge.worldbank.org/server/api/core/ Page 31. http://www.mdici.gov.tn/wp-content/uploads/2023/01/ be81808e6c0b6cfce40e37858d82a790.pdf. bitstreams/61681946-61ae-4d4a-a278-dbf7305acb7a/content. Presentation_plan_confe%CC%81rence_presse.pdf. 42 Ministry of Tourism and Craftsmanship. 2022. “Tunisia Tourism 31 World Bank. 2019. “A Blue Recovery for Tunisia.” Unpublished 2035: National Sustainable Tourism Strategy.” https://pdf.usaid. 10 https://www.ins.tn/publication/indicateurs-de-lemploi-et-du- 22 World Bank. 2022. “L’économie bleue en Tunisie : Opportunité background technical note. gov/pdf_docs/PA00ZXF5.pdf. chomage-quatrieme-trimestre-2023. pour un développement intégré et durable de la mer et des zones côtières.” Washington, DC: World Bank. https://documents1. 32 World Bank. 2019. “A Blue Recovery for Tunisia.” Unpublished 43 Republic of Tunisia. 2022. “Long-Term Carbon Neutral and 11 https://www.ins.tn/publication/indicateurs-de-lemploi-et-du- worldbank.org/curated/en/099105009222242049/pdf/ background technical note. Climate Resilient Development Strategy by 2050.” https://unfccc. chomage-quatrieme-trimestre-2023. P1705960ac4c320710935b0c74355739a57.pdf. int/sites/default/files/resource/Strat%C3%A9gie%20de%20 33 Republic of Tunisia. 2022. “Long-Term Carbon Neutral and d%C3%A9veloppement%20neutre%20en%20carbone%20 12 African Development Bank. 2023. “Perspectives économiques en 23 World Bank. 2023. “Tunisia Country Climate and Development Climate Resilient Development Strategy by 2050.” https://unfccc. et%20r%C3%A9silient%20-%20Tunisie.pdf. Tunisie.” Accessed October 28, 2023. https://www.afdb.org/fr/pays- Report.” CCDR Series. Washington, DC: World Bank. int/sites/default/files/resource/Strat%C3%A9gie%20de%20 afrique-du-nord-tunisie/perspectives-economiques-en-tunisie. https://openknowledge.worldbank.org/server/api/core/bitstreams/ d%C3%A9veloppement%20neutre%20en%20carbone%20 44 Ministry of Tourism and Craftsmanship. 2022. “Tunisia Tourism fb44f7bf-242f-43fb-9c9b-d0d78900f290/content. et%20r%C3%A9silient%20-%20Tunisie.pdf. 2035: National Sustainable Tourism Strategy.” https://pdf.usaid. gov/pdf_docs/PA00ZXF5.pdf. 39 Beyond the Shoreline: Towards a Blue and Resilient Future for Tunisia 40 45 “This scenario is characterized by an approach to rapid and 58 CTA (Centre Technique Aquaculture). 2023. “La Pêche 69 World Bank. 2022. “The Blue Economy Development Framework.” sustainable tourism development in which risk is managed and et l’aquaculture en Tunisie.” Accessed October 25, 2023. Washington, DC: World Bank. https://thedocs.worldbank.org/en/doc/ measures are applied with corrective action in the medium-term https://www.ctaqua.tn/2021/04/07/la-peche-en-tunisie/. e5c1bdb0384e732de3cef6fd2eac41e5-0320072021/original/BH023- allowing the sector to be more competitive on a regional basis”. BlueEconomy-FINAL-ENGLISH.pdf. Extract from Ministry of Tourism and Craftsmanship. 2022. 59 La Tribune Afrique. 2021. “Tunisie : hausse des exportations “Tunisia Tourism 2035: National Sustainable Tourism Strategy.” des produits de la peche.” Press release, December 1, 2021. 70 World Bank. 2022. “L’économie bleue en Tunisie : Opportunité pour https://pdf.usaid.gov/pdf_docs/PA00ZXF5.pdf. https://afrique.latribune.fr/economie/conjoncture/2021-12-01/tunisie- un développement intégré et durable de la mer et des zones côtières.” hausse-des-exportations-des-produits-de-la-peche-897568.html. Washington, DC: World Bank. https://openknowledge.worldbank.org/ 46 World Bank. 2023. “Travaux analytiques et techniques pour la lutte server/api/core/bitstreams/fb44f7bf-242f-43fb-9c9b-d0d78900f290/ contre l’impact du changement climatique sur le développement 60 European Commission. 2023. “Sustainable Fisheries.” content. côtier en Tunisie.” Unpublished background paper. Accessed October 26, 2023. https://oceans-and-fisheries. ec.europa.eu/fisheries_en. 71 World Bank. 2023. “Elaboration d’une feuille de route pour développer 47 World Bank. 2023. “Travaux analytiques et techniques pour la lutte 61 Ayari H. 2020. “Le service du transport maritime en Tunisie.” l’économie bleue en Tunisie : Dossier de conception d’un Géoportail contre l’impact du changement climatique sur le développement ITCEQ (Institut Tunisien de la Compétitivité et des Etudes de données intégrées de l’économies bleue en Tunisie.” Unpublished côtier en Tunisie.” Unpublished background paper. Quantitatives). http://www.itceq.tn/files/climat-des-affaires- background paper. competitivite/2021/note%2063-service-du-transport.pdf. 48 World Bank. 2023. “Travaux analytiques et techniques pour la lutte 72 World Bank. 2023. “Elaboration d’une feuille de route pour développer contre l’impact du changement climatique sur le développement 62 World Bank. 2022. “Stratégie de la Tunisie “Littoral Sans l’économie bleue en Tunisie : Dossier de conception d’un Géoportail côtier en Tunisie.” Unpublished background paper. Plastiques - LISP”: Diagnostic de la situation et ébauche de plan de données intégrées de l’économies bleue en Tunisie.” Unpublished d’action.” Washington, DC: World Bank. https://documents1. background paper. 49 Eco-Cruising. “The Tunisian national strategic vision for tourism worldbank.org/curated/en/099900205192222188/pdf/P170596 by 2035.” https://www.ecocruising-fu-tour.eu/the-tunisian- 07dab3e0240987407b5689c83231.pdf. 73 Hattour A and Mustapha BK. 2013. “Le couvert végétal marin du golfe de national-strategic-vision-for-tourism-by-2035. Gabès : Cartographie et réseau de surveillance de l’herbier de Posidonie.” 63 Stratégie Nationale de Transition Ecologique (SNTE). l’Institut National des Sciences et Technologies de la Mer (INSTM). 50 Odievre A. 2022. “6th Meeting of the AIVP – MedCruise Working https://www.environnement.gov.tn/la-strategie-nationale-de-la- https://aquadocs.org/bitstream/handle/1834/6954/couvertgabes_2013. Group on Cruises and Port Cities.” AIVP, December 20, 2022. transition-ecologique/la-strategie-nationales-de-la-transition- pdf?sequence=1&isAllowed=y. https://www.aivp.org/en/newsroom/6th-meeting-of-the-aivp- ecologique#:~:text=D%C3%A9but%202023%2C%20la%20 medcruise-working-group-on-cruises-and-port-cities. Tunisie%20s,%C3%A9cart%20de%20l’%C3%A9volution%20 74 World Bank. 2023. “Elaboration d’une feuille de route pour développer mondiale. l’économie bleue en Tunisie : Dossier de conception d’un Géoportail IMF (International Monetary Fund). 2019. “IMF Country Report 51 de données intégrées de l’économies bleue en Tunisie.” Unpublished No. 19/223.” https://www.imf.org/-/media/Files/Publications/ 64 Stratégie Nationale de Transition Ecologique (SNTE). background paper. CR/2019/1TUNEA2019001.ashx. https://www.environnement.gov.tn/la-strategie-nationale-de-la- transition-ecologique/la-strategie-nationales-de-la-transition- 75 Based on the stakeholder engagement described in the World Bank 52 Ministry of Tourism and Craftsmanship. 2022. “Tunisia Tourism ecologique#:~:text=D%C3%A9but%202023%2C%20la%20 background paper: World Bank. 2023. “Elaboration d’une feuille de route 2035: National Sustainable Tourism Strategy.” https://pdf.usaid. Tunisie%20s,%C3%A9cart%20de%20l’%C3%A9volution%20 pour développer l’économie bleue en Tunisie: Analyse institutionnelle et des gov/pdf_docs/PA00ZXF5.pdf. mondiale. politiques en lien avec l’économie bleue.” Unpublished background paper. 53 CTA (Centre Technique Aquaculture). 2023. “La Pêche 65 World Bank. Forthcoming. “Formulation de la Stratégie LISP et 76 World Bank. 2023. “Elaboration d’une feuille de route pour développer et l’aquaculture en Tunisie.” Accessed October 25, 2023. son Plan d’Action Opérationnel.” Washington, DC : World Bank. l’économie bleue en Tunisie : Analyse des financements innovants et des https://www.ctaqua.tn/2021/04/07/la-peche-en-tunisie/. investissements du secteur prive dans les secteurs bleus.” Unpublished 66 Stratégie Nationale de Transition Ecologique (SNTE). background paper. 54 ITES (Institut Tunisien des études stratégiques). 2018. “La https://www.environnement.gov.tn/la-strategie-nationale-de-la- stratégie maritime Tunisienne : Etude d’une stratégie durable transition-ecologique/la-strategie-nationales-de-la-transition- 77 Annex VI of the MARPOL treaty is the main international treaty addressing sur l’économie bleue.” https://www.admin.ites.tn/api/uploads/files/ ecologique#:~:text=D%C3%A9but%202023%2C%20la%20 air pollution prevention requirements from ships. be81808e6c0b6cfce40e37858d82a790.pdf. Tunisie%20s,%C3%A9cart%20de%20l’%C3%A9volution%20 mondiale. 78 World Bank. 2023. “Travaux analytiques et techniques pour la lutte contre 55 World Bank. 2019. “A Blue Recovery for Tunisia.” Unpublished l’impact du changement climatique sur le développement côtier en Tunisie.” background technical note. 67 Republic of Tunisia. 2022. “Long-Term Carbon Neutral and Unpublished background paper. Climate Resilient Development Strategy by 2050.” https://unfccc. 56 FAO (Food and Agriculture Organization). 2022. “La Situation int/sites/default/files/resource/Strat%C3%A9gie%20de%20 79 World Bank. 2023. “Elaboration d’une feuille de route pour développer Mondiale Des Pêches Et De L’aquaculture.” Rome: FAO. d%C3%A9veloppement%20neutre%20en%20carbone%20 l’économie bleue en Tunisie : Revue des dépenses publiques.” Unpublished https://www.fao.org/3/cc0461fr/cc0461fr.pdf. et%20r%C3%A9silient%20-%20Tunisie.pdf. background paper. 57 World Bank. 2022. “L’économie bleue en Tunisie : Opportunité 68 World Bank. 2022. “Stratégie de la Tunisie “Littoral Sans 80 World Bank. 2023. “Elaboration d’une feuille de route pour développer pour un développement intégré et durable de la mer et des zones Plastiques - LISP”: Diagnostic de la situation et ébauche de plan l’économie bleue en Tunisie : Analyse des financements innovants et des côtières.” Washington, DC: World Bank. https://openknowledge. d’action.” Washington, DC: World Bank. https://documents1. investissements du secteur prive dans les secteurs bleus.” Unpublished worldbank.org/server/api/core/bitstreams/fb44f7bf-242f-43fb- worldbank.org/curated/en/099900205192222188/pdf/P170596 background paper. 9c9b-d0d78900f290/content. 07dab3e0240987407b5689c83231.pdf. © Freepik 41 Beyond the Shoreline: Towards a Blue and Resilient Future for Tunisia 42 © Freepik 81 World Bank. 2018. “Seychelles: Introducing the World’s First Sovereign Blue Bond.” Washington, DC: World Bank. https://thedocs. worldbank.org/en/doc/242151559930961454-0340022019/original/ CasestudyBlueBondSeychellesfinal6.7.2019.pdf. 82 World Bank. 2023. “Elaboration d’une feuille de route pour développer l’économie bleue en Tunisie : Revue des dépenses publiques.” Unpublished background paper. 83 World Bank. 2023. “Elaboration d’une feuille de route pour développer l’économie bleue en Tunisie : Analyse des financements innovants et des investissements du secteur prive dans les secteurs bleus.” Unpublished background paper. 84 World Bank. 2023. “Elaboration d’une feuille de route pour développer l’économie bleue en Tunisie : Analyse des financements innovants et des investissements du secteur prive dans les secteurs bleus.” Unpublished background paper. IFC (International Finance Corporation). 2023. “IFC Launches ESG 85 Program in Tunisia to Boost Sustainable Growth, Spur Investment.” Press release. February 23, 2023. https://pressroom.ifc.org/all/ pages/PressDetail.aspx?ID=27427. 86 Banque Zitouna. 2023. “Banque Zitouna confirme sa stratégie RSE par un nouveau partenariat avec la Startup Soul & Planet.” Press release, October 17, 2023. https://www.banquezitouna.com/ fr/actualites-et-evenements/banque-zitouna-confirme-sa-strategie- rse-par-un-nouveau-partenariat-avec. 87 The Blue Carbon Initiative. 2023. “Guidelines for the Blue Carbon and Nationally Determined Contributions – Second edition.” The Blue Carbon Initiative. https://www.thebluecarboninitiative.org/ policy-guidance. 88 Carbon Credits. 2023. “What are Blue Carbon Credits? Everything You Need to Know.” Carbon Credit, March 28, 2023. https://carboncredits.com/what-are-blue-carbon-credits-everything- you-need-to-know/. 43 Beyond the Shoreline: Towards a Blue and Resilient Future for Tunisia 44