Financial Crime World

World Bank Group’s Progress in Tunisia Since 2011: A Review

Overall Assessment

The World Bank Group has made significant improvements in its activities and progress in Tunisia since the revolution in 2011. Prior to 2011, the assessment was unsatisfactory, but after 2011, it shifted to satisfactory, with notable improvements in relevance and design.

Relevance and Design Since 2011

  • Rapid Response: The World Bank Group responded quickly to Tunisia’s request for support after the revolution.
  • IFC Engagement: The IFC (International Finance Corporation) increased its engagement in Tunisia with new investments worth $94 million, bringing its committed portfolio to $235 million.
  • Support for Microfinance Institutions: The IFC supported microfinance institution ENDA to increase lending to microenterprises, especially those owned by women.

Coordination and Partnership

  • Leading Role in Coordinating Donors: The Bank Group took a leading role in coordinating donors, developing joint DPLs (Development Policy Loans) with the EU, AfDB, and AFD.
  • Joint Supervision Missions: Joint supervision missions were organized to assess implementation progress, and global expertise was mobilized to support new employment and social services programs.

Governance and Reforms

  • Strengthened Partnership: The Bank Group strengthened its partnership across a broad base of stakeholders, including free and open consultation.
  • Emphasis on Governance Issues: Emphasis was placed on governance issues, voice, transparency, and accountability, as well as gender equality.

Challenges and Recommendations

  • Limited Integration of Gender into New Activities: Challenges persist in realizing the principle of integrating gender into new activities.
  • Limited Women’s Participation in World Bank Projects: Women’s participation in World Bank projects is limited, and gender-based indicators are restricted to a simple count of female beneficiaries.
  • Recommendations for Improved Gender Targeting: The World Bank Group should encourage women’s participation at both local and national levels and integrate a gender-targeted approach to reduce regional disparities.

Other Points

  • Consolidation of Support into Multi-Sector DPLs: The Bank Group did well in consolidating support into multi-sector DPLs, reinforcing coordination across donors, facilitating prioritization of tasks, and better responding to government needs.
  • Need for Improved Streamlining: However, improved streamlining of measures would have been useful, particularly by mid-2012, when the Bank Group was aware of the growing complexity and volatility of the political context.