In 1989, the Casablanca Urban Planning agency conducted a socioeconomic and property survey to identify the population that should be relocated in the context of a vast urban renewal program in the city center part of which was the building of the Avenue Royale through a dense, working class district . Most of the families living in Royale Avenue are tenants with low or limited income. In the majority of cases, families of five people or more live together in a floor space of 20 square meters . 12000 households were to be relocated according to their plans, with the first operations taking place in 1995 when 530 families were resettled in an urban residential estate built by private developers. About 2000 other households were moved between 1998 and 2002 to a purpose-built estate in a commune of the Greater Casablanca area called Nassim. The pace of re-housing then slowed considerably as a result of financial difficulties. Sonadac, the company that started the project in 1994, had relocated no more than 3000 households by 2009 out of the 12000 planned by 2004. These difficulties allowed CDG to take control of Sonadac in 2007 and resume the construction and relocation programs by 2008 . But relocating the residents defined in 2008 has decelerated. There are still 8,800 inhabitants out of the original 10,000 who have to be relocated from the medina to Nassim which is now planned to be finished in 2018. In 2009, shortage of dwellings caused just a few families to be relocated . In 2014, the project slowly restarted with the demolition of a few empty houses. But city authorities state that the census made at the beginning of the project is not valuable anymore claiming that a total of 17000 households need to be relocated due to births and migration from the rural areas. The company promised to relocate the families from the initial census while 200,000 DH will be given as compensation to the newcomers to use for housing in Nassim . There were no public surveys or any public meetings during or before the project. Inhabitants of the area were thus very little informed, making them unable to get a clear idea of what the project was about. Moreover, the support provided to families during the rehousing operation was not thought out in advance but rather introduced, later on, to regulate social problems and the change in management of Sonadac led to the transfer to the commercial sectors of agents who were previously assigned to the social support unit. More importantly, there was a big gap between how the program was promoted and how it was experienced by the inhabitants. For them, being relocated to a distant housing estate was considered as uprooting, denial, and loss of urban life. With these roots building up over the duration of people's lives through practices such as local shops, services, customs and attachment to places. The spaced provided them with material and social resources leading to marginalization after uprooting. However, the affected residents were never heard collectively in a public space but rather individually through negotiations with the developer, with only the more powerful residents being able to influence conditions of relocation. In early 2000, a swift and immediate reaction to a protest against the project and the arrest of its leader deterred any further collective action, and reduced the collective capacity to influence this major project .