Remote management approaches to project implementation are increasingly being utilised by humanitarian and development organisations in an attempt to reach vulnerable populations in conflict-affected regions that experience medium-to-high insecurity, whilst safeguarding portions of organisational personnel. What may once have been perceived as temporary modes of operation have ceased to be so and remote management has become a (semi) permanent approach to project implementation in many countries (e.g. Afghanistan, Iraq, Pakistan, Somalia, Sudan, and South Sudan). With the boom in remote management approaches has come the introduction of several publications and guidance papers seeking to provide recommendations to humanitarian and development organisations that utilise these management approaches. What has been consistently lacking, however, is a distinctive focus on project monitoring and beneficiary accountability; more particularly, how these practices are affected by the use of remote management. This project, Effective Monitoring and Beneficiary Accountability Practice for Remotely Managed Projects in Insecure Environments, has sought to begin to address this, identifying key issues and concerns for project monitoring and beneficiary accountability that arise in remotely managed projects, and seeking to develop existing and innovative good practice solutions to address these issues1.