Story from the field: Expanding cash assistance in Syria amidst historical change

Meron Dori is deployed by the DRC Standby Roster as Cash-Based Transfers Expert to WFP’s operation in Syria amidst a time of political change and return of millions of displaced people.

In this interview, the deployee explains how WFP is addressing the massive needs and working to support and empower people through cash-based assistance.

What motivated you to apply for this deployment?

Meron: First, I wanted to get closer to WFP’s country programmes and get an insight on how cash-based transfer programming (CBT) is designed and delivered.

Secondly, my previous experience as a consultant with UNICEF’s cross-border mission for North West Syria (NWS), coupled with my consultancy assignment at WFP HQs – one being supporting the NWS nutrition cluster in reviewing their operational guidance on CBT, had already familiarized me with the context. This deployment presented an opportunity to bring my knowledge and experience into play.

Finally, the momentum in Syria, the political change and optimism, also motivated me to go and be part of pushing for a long-needed positive change for the people living here. 

You arrived in Damascus mid-May this year. What is it like to be there?

Meron: Syria is rich in culture, and Damascus is a beautiful city, believed to be the oldest continuously inhabited capital in the world.

The people here are friendly and generous, making you feel welcome quite quickly. However, the situation here is fluid – security, economy, and social stability can shift, making both work and daily life challenging. Plans can change suddenly due to advisories or certain restrictions, necessitating constant vigilance.

Despite these dynamics, I really enjoy being here – it’s a chance to trade strategic planning in the HQs for operations in the field, where our efforts are supposed to make a difference for the people we serve.

How is it for you to be in a country undergoing such a historical change as the one unfolding in Syria?

Meron: I have worked in parts of Syria previously, so I have been following the situation and the political change very closely. So, it’s very interesting for me to be in Damascus right now in the middle of this historical event.

I get to witness the change first-hand when I am walking through the street or shopping at the market – I see hints of resilience and adaptation in how people go about their daily lives.

However, while I do sense optimism, I sense the fatigue too. It’s evident in people’s expressions and conversations, reflecting the toll of enduring years of uncertainties, economic struggles and disruptions to normal life, all leaving their mark.

You came to the country only a few months after the regime change, and over 2 million people have returned since November last year. How have you experienced this massive return during your time in the country?

Meron: While people are returning to Syria, it’s not like I am seeing waves of people arriving in Damascus. Operationally, we are seeing an increased level of need and interventions.

Proper registration, verification and targeting are key to channeling resources to those with the most pressing humanitarian and reintegration needs. Durable solutions require improving services, rebuilding livelihoods and resilience.

Operating in a previously divided country means adapting to new coordination dynamics, joint efforts and harmonization of approaches – a process that is gradually unfolding, reflecting the evolving context.

You are deployed as a Cash-Based Transfers Expert. In brief, what is the rationale behind cash-based transfers as a way of providing humanitarian assistance?

Meron: Cash-based transfer programming (CBT) empowers people by giving them the choice and dignity to decide on how to spend assistance based on their preferences and consumption practices.

CBT is usually implemented where it offers a comparative advantage in meeting humanitarian needs allowing people to buy what they truly need, covering cost of multiple items and services. The cash injected could also have a multiplier effect in stimulating the local markets.

At the same time, receiving cash-based assistance can also improve financial literacy, encourage engagement with formal financial institutions, and promote the culture of saving and investment.

CBT just like other programs, follows the same project cycle management, encompassing stages like assessment, design, implementation, monitoring and evaluation to ensure effective and responsive assistance. Having said this, it is important to note that cash is a mechanism of assistance delivery, and cash alone will not bring a desired change.

It would often be supplemented by behavioral change activities like trainings and others to ensure a long-lasting impact on the lives and livelihoods of the people we serve.

What are the current top priorities of the WFP country operation that you are deployed to support?

Meron: The current CBT operation’s priorities center on expanding cash assistance and promoting digital payment mechanisms.

In addition to the ongoing E-voucher based food assistances, the country office is launching a cash over the counter payment solution, allowing targeted households to receive cash from contracted financial service providers (FSPs).

However, challenges such lack of liquidity, underdeveloped financial infrastructure, and limited capacity of financial service providers (FSPs) require innovative solutions.

To address these challenges, we are exploring digital payment mechanisms aimed at increasing access to digital payment services and enhancing the overall financial service landscape, in collaboration with like-minded stakeholders.

My role supports implementation of these interventions focusing on quality assurance, including the design of risk analysis, and to provide support in securing capable FSPs tailored to diverse operational contexts.

Humanitarian needs in Syria are immense with 16 million people in need of humanitarian support. Yet the funding level remains critically low. Only 14% of the humanitarian appeal for 2025 is funded, and aid cuts are projected to lead to significant staffing cuts across the humanitarian community in Syria. How does the lack of funding impact your daily work? 

Meron: Indeed, the needs in Syria are huge, and the lack of funding has significant impact on the humanitarian assistance that we can provide.

The funding cuts forces trade-offs between coverage and adequacy – reaching more people for lesser benefits versus more benefits for greater impact on fewer people.

However, I see a potential to be more efficient in our programming through data-driven targeting and evidence-based exit strategies. Data on household income and expenditure would sharpen our reach through CBTs.

This should be coupled with economic and livelihoods recovery activities alongside linkages with social protection schemes and might then transition households towards self-reliance.  

What’s on top of your to-do list for the coming months of your deployment?

Meron: Top of my to do-list is supporting the cash over the counter payment solution with a focus on monitoring risks and support documentation on cost-effectiveness and efficiency of CBTs.

I will also be supporting the selection and contracting of FSPs offering both digital and non-digital payment mechanisms and support on a financial service intelligence analysis: this includes engaging actively on digital solutions suited to various contexts.

Jointly with others, I will contribute to crafting option papers on CBT to support the expansion plan.

What did you learn from this deployment that will be useful for you in future deployments?

Meron: When I was working at HQ level, I had the opportunity to engage on strategic discussions on nutrition sensitive cash assistance linked to social protection and anticipatory action.

Seeing some of the elements actualize through food assistance, nutrition and resilience initiatives on the ground fosters a meaningful connection for me. Engaging with others such as the cash working group drives a joint effort to find solutions to common challenges in Syria – challenges on liquidity, financial infrastructure and regulatory issues are better dealt collectively.

Additionally, the WFP team’s eagerness for innovation is promising, paves a way for learning by doing and enriching our CBT approaches. Finally, I hope to deepen the experience by going to the field, interacting with local authorities and the people we serve to understand how our approaches align with their priorities.