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The communication policy statements are few and abstract. In practice, all the studied organisations exercise a media-centred approach. Additionally, the hierarchical administrative structures do not allow new openings and orientations, especially true in the case of the UNHCR, UNICEF and Red Cross/Red Crescent. None of the organisations has issued a single sentence about the communication rights of the sufferers. Perhaps the communication policies are generally perceived as a delicate issue because the media branches of the various organisations seem unwilling to discuss them. In principle, all of the six organisations could have tried to transform their ‘performance of humanitarianism’ (Chouliaraki 2013), even if they were not ready to open their websites for direct reporting by genuine sufferers.

The polyphonic choir of well-doers: Do the voiceless get their voices heard via humanitarian organisations?

Competition does not only take place among agencies but also within large organizations, where different divisions compete for visibility and funding from the center....The beneficiary here is not the refugee, but the app distributor. Turning feedback into a fun game may produce more refugee data, which in turn can provide stronger evidence for further funding..., refugees are not the end but a means to an end—the end being the continuation of funding in a competitive, marketized environment. Refugees produce value through their data which is then extracted to justify the funding of aid projects. Digital practices and datafication amplify the logic of audit and attendant marketization.

Technocolonialism: Digital Innovation and Data Practices in the Humanitarian Response to Refugee Crises

Connecting the international refugee law UNHCR advocates for to “the people” through systems is an uphill battle. This is ironic for an organization that is mandated to serve people on the frontline. We are lagging 30 years behind with where we are at today. The first problem is that we are lacking a collective consciousness, and a structure to build a common vision within UNHCR to become accountable to affected populations. Look at the Estonian model, which has created a complex spider web with nods, if the nods are fixed within that web, they can move on. We learnt from the Estonians on how they did it. Their country’s digital journey is technologically agnostic. All digital public and private sector services are now accessed and used by the whole of Estonian society. Look at the private sector. They spend a lot of money to create frameworks to hear form their clients and respond to their needs. Why can’t we do the same? The International Committee of the Red Cross (ICRC) has a branded way of doing detention visits and doing prison counselling. Wherever you go in the world; ICRC has a way of handling prisoners. Doctors without Borders (MSF) does triage with medical response. It is not picture perfect, but they have a vision and branding that comes with it. But as an organization, though we are meant to serve refugees on the frontline, we do not know what UNHCR’s way of being client centric, that is what it is. Where is the position of the clients? When you plan anything, are they part of the client process? We don’t have that brand; our clients are subject to whichever staff comes and goes. ProGres 4 design started in 2010 and it took 6 years to design it. ICRC had a similar platform and they rolled it out in one year. It is flawed now and of course is mismanagement, but we do not how to come together to pull it through because UNHCR does not know what it wants. When you open this subject with the senior management, talk to them about Enterprise resource planning (ERP), they are super happy. It is very easy. Buy off-the-shelf products e.g., Microsoft dynamics will solve all your problems with how you manage your budget partners. Look at COMPASS for example. We moved into it on steroids. The same old tool with a new name does not make it new. This takes me to the second issue. I measure these big fallacies around innovative technologies with the reality of a complete lack of investment in house on building an organization which is client centric. Data is a victim of that. We came up with a 5-year plan, the first in UNHCR’s history, on starting the process of investing in accountability to affected populations. It was discussed between the Global Data Service, the Innovation Service, and the Department of International Protection, all the regional bureaux after a long process. It had a price tag of 44 million dollars over 5 years. Just to put things into perspective, a call centre, which is just one piece of the big puzzle that scratches the surface, costs 2 million USD dollars per year. UNHCR funds 15 call centres globally in 2021. The budget to kick-start this project would be peanuts compared to the UNHCR’s global budget. With our research “Displaced and Disconnected”, we found out that the preferred communication channels for refugees is WhatsApp and then second option is Facebook. UNHCR’s directives on safe communication say communicate in Microsoft Teams and through signal, but refugees don’t use either of these. You are basically shutting down communication with refugees. We can’t forego the reality that their choice is WhatsApp. In one week in Ecuador when we used WhatsApp, in 6 weeks, we went from 0 users to 10,000 users, immediately. The moment you open that door, it is a floodgate of data requests and expectations emerge. This means very high level of investments to process these data, but we have not invested in that as an organization. We are not prepared, and the external relations is not interested in fundraising for this. There are lots of push backs for it because we don’t’ have an ecosystem around that. We need to change the way we work and create an enabling governance framework to develop and implement technology for secure data collection and exchange. Finally, the future of our organization is highly localized, we need to spend our energy to find local solutions in such fashion that we need to invest, but we will have to be ambitious and hardworking enough. Sometimes local solutions can be applicable elsewhere, but it is rare. We say “people” element of data and systems, neither refugees nor national colleagues are listened to. You have this middle ground, the international staff. We need to break the barriers with refugees and put them at the centre of the conversation and listen to our national staff as we do that. To maximise the output of these creative spaces, it needs to be connected to the source of information, if not, as we do now, the senior management and international staff end up having very sophisticated language which is very disconnected form the reality. There are no easy answers as to how UNHCR can stop holding itself back with its clients, the people the organisation is meant to serve. There is a very steep mountain to climb. We will need like-minded colleagues to achieve that. Decisions are based on risk e.g., if there is a scandal somewhere then we have to respond and react to. But the problem is much deeper than that. There are many connectors from which we are disconnected. We need to be able communicate with our clients, using their preferred communication channels. They can call us if they want to, they can send a picture if they want to, and we need to face what they say, and become accountable to them.

Insights on Innovative Technology 

Do you know any specific tools, projects, or communication channels that the people affected by forced displacement can benefit from to learn about their entitlements and rights enlisted in any of these documents?&nbsp; Yes, but generally, I think one of them I don't know if it is a communication platform, but one region was thinking about a chatbot with MyUNHCR platform in a region, but not sure where that went. The Innovation Unit was involved in some discussions, some of them are based in London, for some automatic interaction with refugees to answer to them to know if they need to the copy of their passport to register. We were also thinking about WhatsApp. This was some 2 years ago, within the Accountability to Affected Populations Framework (AAP) and Communicating with Communities (CwC). E.g., automatic questions and answer for the focal point to respond and have a general idea on the issue, topic.&nbsp;&nbsp;MyUNHCR had a specific communication element to it, as a platform, website refugees could seek information from in relation to their specific status and communicate with UNHCR. But I don’t know where it went, it is always on the desk of someone. Some operations use chatbot in a country in Asia, using WhatsApp, to teach refugees if someone happened in the camp. They launched it somewhere. In a different situation, and in a different context, we would for example use leaflets for a specific campaign we used the TV, or we use the radio like to do some campaign. But this was mostly when we were preparing for a verification exercise. But we would also have posters to explain for example who refugees are in some public spaces like the medical centres and banks for the host community to be sensitized. If you are in a camp, you would see these posters in the camps often. Take the voluntary repatriation exercise as we always share this with refugees, letting them know that is voluntary, you can always say no, change your mind and cancel. The voluntary aspect of repatriation is meant to the refugee throughout all the process. Of course, with the returns, you have the master list with the convoys if UNHCR is on the last step with the arrangements but they can still come back and change their mind. Because it is voluntary. Different operations may be dealing with it differently, as point of reference at global and regional scale.

Exploring Digital Outreach: Innovations in Communication

The communication services provided to refugees and asylum seekers by UNHCR, including Helpunhcr.org and the piloted WhatsApp/chatbot piloting initiatives, offer a mix of static information and potential real-time interaction. While Helpunhcr.org provides essential data, it lacks interactivity and personalisation. Its multilingual interface, while offering a range of information, acts more like a static notice board than a vibrant hub for interactive exchanges on comprehensive details about the consequences of rights violations, support systems in place, or clear, practical advice, e.g.; a map that shows UNHCR services, the working hours of partner organisations, contact information, and documentation required from the applicants. UNHCR's pilot projects with WhatsApp and chatbots may potentially address these issues by facilitating immediate responses with accessible, secure, and user-friendly communication channels, but there remains a gap in providing a fully integrated and responsive service experience that can adapt to the varied and specific needs of refugee communities. UNHCR's&nbsp;'Service Mapping Tool'&nbsp;for refugees and migrants from Venezuela in Latin American and the Caribbean region and&nbsp;'MyUNHCR'&nbsp;portal in Asia are largely centred on information provision and not for direct reporting from the communities.

Unilaterial Outreach

This methodology toolkit is intended to provide guidance to UNHCR operations and other humanitarian organisations directly working with forcibly displaced persons to effectively explore and map the legal and regulatory barriers that may be hampering their digital and financial inclusion. It provides an overview of the methods used for the Displaced and Disconnected assessment to gain insights on the applicable legal and regulatory frameworks for connectivity, financial services and digital financial services, the impacts they might have on access by forcibly displaced persons and UNHCR’s programme delivery in a given context, and opportunities for improving legal access. 

 Displaced And Disconnected: A Methodology Toolkit

This toolkit aims to to ensure that UNHCR's responses involve continuous and meaningful engagement with persons of concern, understand their needs and protection risks, build on their capacities, and reflect their perspectives and priorities with a focus on four core areas:

Participation and Inclusion: Encourages the active involvement of affected people in decision-making processes.
Communication and Transparency: Emphasizes open and clear communication with persons of concern.
Feedback and Response: Addresses mechanisms for collecting and acting upon feedback from affected individuals and communities.
Organizational Learning and Adaptation: Aims to promote learning and improvement within UNHCR based on the insights and experiences of affected people.
The toolkit includes practical methods for implementing these core actions, along with adaptable tools and resources. It's intended to help UNHCR staff and managers effectively operationalize UNHCR’s accountability commitments.

UNHCR Operational Guidance on Accountability to Affected People (AAP) 

The guide designed to assist UNHCR offices and partners in effectively utilising social media for engaging with and protecting communities. It outlines best practices for using social media in a manner that respects privacy and leverages local preferences and capacities for communication. The guide aims to help humanitarians meet communities in their chosen digital spaces while maintaining a focus on community-based approaches.

Using Social Media in Community-Based Protection

What centres or organisations that work with UNHCR are near me?

You should be provided with clear information about the relevant processes, your rights, and the steps involved in your asylum journey.

Right to Information

Reflecting on the UNHCR's pilot engagement with communities through WhatsApp and a subsequent internal assessment led by the Innovation Team, several key takeaways and plans for the future have emerged:

Positive Staff Impact: Digital engagement with communities has not only helped those in need but has also improved UNHCR staff satisfaction and wellbeing. Staff appreciated the management's support in creating space for engagement.
Beyond Data Protection: While data protection is crucial, risks such as misinformation and hate speech also demand attention. A call for comprehensive digital risk assessment frameworks has been recognized.
Preparedness for Incidents: Although no critical incidents occurred during the pilot, the necessity for more robust incident management protocols was identified, especially to address impersonation risks.
Navigating Terms of Service: There’s an ongoing challenge with WhatsApp’s Terms and Conditions, which aren’t tailored to humanitarian work. UNHCR is looking to work with WhatsApp to address the specific needs of refugees.
Efficiency Gains: The pilot showed time-saving benefits for protection officers using the Turn.io system — a product developed by Praekelt.org that facilitates organizations to engage with communities through WhatsApp at scale — freeing them up for strategic work. The investment in setting up and running such systems has been highlighted as valuable.
Scaling Up: The next phase of the pilot (PILOT PLUS) will expand to include different contexts and more diverse refugee settings, ensuring the tool's applicability across various operational scenarios.
Continued Innovation: The plan is to integrate lessons learned into UNHCR's operations and contribute to the broader knowledge on digital engagement in humanitarian settings.
The second phase of the pilot aims to refine approaches to digital protection and risk management while testing the efficacy in varying contexts. UNHCR is focused on creating more strategic engagement tools and welcomes collaboration and input from external parties. The progress of this project will be shared, and the aim is to support the evolution of community engagement practices in the humanitarian sector.


An evidence base is strongly needed to inform appropriate action. This report therefore focuses on a relatively under explored, but nonetheless significant barrier to access among refugees and other displaced persons: legal and regulatory requirements mandating that an individual’s ID is authenticated before accessing a mobile connection, bank account or mobile money wallet. This research is the first of its kind to systematically understand and address the combination of these challenges.

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