Project Factsheet
Tools for » Cultural Heritage and the Creative Industries as a Vehicle for Development in Morocco
Project ID:00067180Description:MDGF-1795-G-MAR Cultural Herit
MDG Achievement Fund
Start Date *: 5 Nov 2007
MDGF Culture & Development
End Date*: 18 Aug 2012
Country: Morocco Project Status: Financially Closed
  Participating Organization:   Multiple


The JP has contributed to develop the foundation of a strong recognition of the socio-economic importance of culture. In order to do so a proper diagnosis of the sector was undertaken. The JP strategy was articulated around four axes:

  • In-depth knowledge of the cultural heritage to develop a valuation strategy
  • The development of tools and capacities among technical specialists
  • Implementation of pilot experiences for learning and replication value to show the impact of culture on poverty reduction and inclusion of women
  • The valuation of cultural traditions and heritage to support the MDG objectives and that facilitate the inclusion of women and youth.

A key achievement was the development of a national cultural heritage strategy for Morocco, based on a first analytic study of cultural heritage, natural heritage and tourism. Another achievement was a revised law on cultural heritage, coupled with a mechanism for Living Human Treasures, a general inventory and a GIS (Geographical Information System) for cultural heritage, as well as a website. The largest part of the budget (53%) was devoted to the actual implementation of activities that were both inclusive of women and contributed to poverty reduction through income generating activities, particularly for women. The JP contributed to women mobilization at the political level and 12 women were elected in the communal election in June 2009. A specific attention was given to vulnerable women in oasis to strengthen their empowerment and leadership. The result was the creation of various new associations and local organizations led by women (for example for basketwork).


Outcome 1:

The advantages of cultural heritage in the economic and social development are recognized and integrated into a national strategy.

Outcome achievements:

The analysis and update of the data on cultural heritage is completed, with more than 140 documents collected and analyzed. Reference documents to define cultural heritage are available. Knowledge, attitude and practice (KAP) survey on Moroccan population’s view of its cultural heritage completed, as well as a study on the current level of valuation, conservation and management of the cultural heritage. 32 national institutions were involved in developing the national strategy for the conservation, valuation and promotion of cultural heritage, with supporting tools such as the national charter on conservation of the cultural heritage and an advocacy and dissemination plan. The national counterparts were sensitized about the importance of coordinated management of cultural heritage with participation of 7 ministerial departments in addition to the Ministry of Culture at the national level, and 27 local partners (institutions and associations). Four systems were suggested to improve coordination and implementation and monitoring and evaluation of the national strategy.


Outcome 2:

Cultural heritage professionals and potential speakers are equipped with skills and tools for the improvement and preservation of the management and development of the latter.

Outcome achievements:

Key achievements are four tools that were elaborated with JP support: 1) Revision of the law on cultural heritage; 2) Management system for Living Human Treasures (LHT) developed; 3) Inventory system for cultural heritage updated; 4) GIS system for cultural heritage developed. This was accompanied by a number of training workshops on the use of these tools and the training of professional cultural heritage staff and local actors working with cultural heritage. In total 310 people were trained. Also two mechanisms for dissemination and information on cultural heritage products were developed, through a website and sensitization campaign at school level (5 schools) on the status and potential development of cultural heritage.


Outcome 3:

Implementation of appropriate approaches for development of cultural and creative industries has helped improve the lives of people.

Outcome achievements:

This achievement linked women and gender issues more directly with the valuation of cultural heritage through a number of pilot and income generating activities with fifteen major projects (one example being the development of 8 cooperatives and 21 associations for Oasis women in tent weaving) – the focus being using cultural heritage as a means to generate revenues and empower women in their constituencies. 6 Communal Development Plans (CDP) were developed that integrate the valuation of cultural heritage with gender and tourism to create a sustainable development model. A guide on gender-sensitive budgeting in the strategic planning of the CDPs was developed. Further 332 beneficiaries of income generating activities were targeted (85% being women) in three traditional value chains (including handicrafts and basket/tent weaving) with 95% of beneficiaries under the age of 30. An evaluation of the 14 IGA (income generating activities) undertaken and a communication plan regarding the JP successes was developed including 8 good practice cases and success stories.


Outcome 4:

Traditions and cultural values that promote the inclusion of women and youth, and ensure that the MDGs are valued.

Outcome achievements:

4 sensitization and information one-day events held targeting particularly women and youth and 2 information campaigns with women associations and cooperatives held. 2 documents of communication for local partners and institutions were given out.


Best practices:

The JP has been receptive to the needs of the local population and has supported the development of women participation in the various commissions (now some women travel locally and internationally to promote their work or form a part of official delegations, for example the president of Kaifa cooperative invited officially by the city of Rome, Italy). The joint programming, the integration of gender and culture at the local level in the Communal Development plans, the updated inventory of the cultural heritage, the elaboration of the mechanisms for Living Human Treasures, the articulation between tangible and intangible cultural heritage, the tools to train and disseminate the practices, and the support to Oasis women and the communal elections of 2009 where 12 women were elected are among the identified good practices.


Lessons learned:

The participation of technical services and local population in the monitoring and evaluation of IGA contributes to ownership. Progressive transfer of activities to Oasis communities during the programme contributes to the sustainability of the activities after the end of the JP. It is important to create legally recognized women’s groups and associations based on relations of trust to ensure solidarity. It is necessary to address the constraints and the needs of oasis women in the search for adequate solutions. Every activity needs a community-based structure at the village level (douar) to ensure successful implementation.


More details can be found in the final project report:

Recent Documents
Key Figures
Report by
Participating Organizations are required to submit final year-end expenditures by April 30 in the following year; Interim expenditure figures are submitted on a voluntary basis and therefore current year figures are not final until the year-end expenditures have been submitted.
Report by
All amounts in US$
View as Excel Print friendly format
Latest Vouchers
This screen shows payment vouchers for transfers made to Participating Organizations. Only payment vouchers from 1 January 2009 and onwards are shown.
All amounts in US$ View as Excel Print friendly format

If you have questions about this programme you may wish to contact the RC office in Morocco or the lead agency for the programme. The MPTF Office Portfolio Manager (or Country Director with Delegation of Authority) for this programme:

The persons with GATEWAY access rights to upload and maintain documents for the programme:

Contact Us | Glossary | Scam alert | Information Disclosure Policy | Feedback