Interview: Safwat Raslan, Director General of Syrian Development Fund

Axis One: Vision and General Strategy

Q: Following the Development Fund’s launch, what is the strategic vision that has taken shape for you? How does this vision go beyond merely rebuilding infrastructure to include achieving sustainable economic and social development?

The Fund was officially launched on 4 September, so we are still in the early phase of establishing its governance and operational frameworks. Our vision, however, already extends beyond infrastructure to encompass sustainable economic and social development.

The Fund aims to create an integrated model that not only improves essential infrastructure but also supports projects that stimulate the local economy, create jobs, and strengthen social sectors such as education and health to ensure sustainable human development.

Q: You have described the Fund as a “financing instrument for reconstruction.” What innovative financial tools will the Fund use to stimulate the economy and create jobs?

The Fund is not limited to traditional financing. Alongside grants, it will provide qard hasan (interest-free) loans to support small and medium-sized enterprises (SMEs). It will also form partnerships with regional funds to offer concessional financing programs for small companies and initiatives. The goal is to stimulate growth beyond infrastructure spending.

Q: How will integration be achieved between the Development Fund and other development initiatives—whether governmental, civil, or local donation campaigns (the Aleppo and Homs campaigns, etc.)—to ensure unified efforts and avoid dispersion?

We are developing coordination mechanisms with ministries and local councils to unify efforts and link with civil initiatives and donation campaigns. The Fund is also studying the adoption of a shared project and beneficiary database to improve coordination and identify priorities. It has already signed its first strategic agreement with one civil society organization to unify efforts and achieve integration in sectors of mutual importance.

Axis Two: Transparency, Governance, and Conflict of Interest

Q: You have repeatedly affirmed that the Fund “will be a symbol of transparency.” What concrete mechanisms have been put in place to ensure this? Will detailed and publicly available periodic reports be published about the projects, their costs, and their beneficiaries?

From the first day of the Fund’s launch, we committed to full transparency by disclosing the nature of donations and distinguishing between pledges and actual contributions. To maintain this standard, we will:

• Publish periodic financial reports on all projects, including their costs and beneficiaries
• Launch an electronic platform displaying projects under implementation, available funding, and utilization levels
• Allow auditing by independent oversight bodies to ensure integrity.

Q: There are concerns that the Fund’s direct affiliation with the Presidency of the Republic could limit independent oversight. What guarantees exist for the Fund’s decision-making independence? What are the internal and external monitoring mechanisms that will prevent any potential conflicts of interest, and will these standards be made public?

Although established by presidential decree, the Fund enjoys financial and administrative independence. It has a Board of Directors and an internal oversight unit that reviews accounts and prepares interim reports, in coordination with external supervisory institutions. These oversight standards will be published on the Fund’s official website.

The website will also host annual reports detailing resources, expenditure areas, and signed contracts. In addition, a confidential reporting channel will enable the submission of any violations related to the Fund’s work, ensuring protection for both internal and external whistleblowers.

Q: There has been debate about the participation of certain individuals and businessmen—considered by some to be influential or close to the previous regime, such as the Hamsho family—in the first donation campaign. How does the Fund deal with such sensitivities? What standards are applied to verify the integrity of funding sources?

We document all donations and pledges and publicly disclose contributing entities to prevent any suspicions. As we automate our internal processes, we are adopting applications that ensure transaction verification under Know Your Customer (KYC) and Anti-Money Laundering (AML) standards used in Syrian and international institutions. Strict verification procedures will govern all funding sources, and any illegal financing will be rejected.

Axis Three: Financing and Financial Management

Q: What is your plan to achieve the Fund’s financial sustainability in the long term, away from full reliance on donations?

To achieve sustainability, we will:

• Invest in projects that generate recurring income, such as agricultural cooperatives
• Diversify funding sources through partnerships with donors and international financiers
• Establish sub-funds to support local development initiatives.

Q: You mentioned the existence of “difficulties in transferring funds from abroad.” What is the nature of these difficulties?

The main challenge lies in delays by international banks in implementing sanctions-lifting decisions, and in the complexities of banking channels involving Syrian transactions. We are pursuing innovative solutions, such as transfers through trusted platforms to facilitate donations from Syrians abroad. The Fund is also in contact with several countries to open accounts and has succeeded in doing so in the State of Qatar, currently limited to institutional donations.

Q: What is the current ratio between the pledged amounts and the amounts actually collected?

We are following up on pledges and converting them into actual funds through specialized teams that monitor donors’ commitments. Our platform now publicly displays real-time figures showing the ratio between collected and pledged amounts, available on the Fund’s website. A new version of the site, with expanded financial data, will launch within two months.

Axis Four: Projects and Priorities

Q: You have stated that the top priority is “ending the reality of the camps.” What is the work plan to achieve this ambitious humanitarian and developmental goal? And is there a clear timeline for the first phases of this project?

We continue to cooperate with the Ministry of Housing and other relevant bodies on a phased plan that includes constructing housing units and restoring essential services. Implementation depends on available donor funding. Current efforts focus on financing and allocation plans for water, electricity, education, and health services in devastated areas, as well as rehabilitating partially damaged housing. A timeline for the initial phases will be set, accompanied by interim progress reports.

Q: On what basis are project priorities determined?

Priorities are based on field studies of the needs of the most affected areas, conducted by multiple teams and organizations. Local communities and independent experts will help identify priorities under transparent criteria to ensure fair distribution of resources. These criteria include the degree of damage, population size, seasonal urgency, and geographical equity.

Q: The cost of reconstruction exceeds USD 100 billion. How can the Fund make a real difference, given that the value of donations amounts to only USD 64 million, according to a previous statement of yours?

Although donations remain limited compared to total reconstruction costs, the Fund seeks to:

• Invest resources strategically to achieve the greatest possible impact
• Launch pilot projects that can be expanded to attract further partnerships
• Draw international financing to complement domestic resources.

Axis Five: International Partnerships and Regional Integration

Q: Does the Fund accept financial grants provided by the United Nations or its affiliated agencies? And if so, are there mechanisms in place for communication with them?

The Fund accepts grants from the UN and its affiliated agencies, provided that transparency, oversight, and national decision-making independence are upheld. With internal policies now nearing completion, we are establishing official communication channels with donor entities through the Ministry of Foreign Affairs to develop a clear engagement framework for submitting projects to international donors.

Q: How does the Fund plan to build partnerships with international financial institutions, such as Arab funds, the Islamic Development Bank, the Arab Monetary Fund, the International Monetary Fund, the World Bank, and others?

The Fund’s partnership policy governs communication and cooperation with donor institutions—Arab, Islamic, and international—to secure both financial and advisory support. We are also developing joint projects aligned with international financing standards and the Sustainable Development Goals in Syria.

Q: How will the Fund strike a balance between relying on domestic funding from Syrians and cooperating with external partners, without compromising national decision-making independence?

Safeguarding national decision-making is a top priority. To maintain this independence, the Fund is adopting internal mechanisms that shield its work from external pressures. We aim to rely primarily on domestic financing while using external funds to enhance financial and technical capacities—without allowing them to influence policy decisions.