Tearfund: Monitoring and accountability practices for remotely managed projects implemented in volatile operating environments
Humanitarian and development organisations are increasingly using remote management approaches to project implementation to reach vulnerable populations in conflict-affected regions experiencing medium- to high-insecurity, while safeguarding the security of organisational personnel. What may once have been perceived as temporary modes of operation have ceased to be so as remote management has become a (semi-)permanent approach to project implementation in many countries (e.g. Afghanistan, Iraq, Somalia and Sudan).
The boom in remote management approaches has prompted the arrival of several publications offering recommendations to practitioners using these management approaches. These publications have had a strong focus on remote management structures as a whole, and the security measures that are required to support them. A distinctive focus on project monitoring and beneficiary accountability, however, has been lacking. They have contained little discussion of how project monitoring and beneficiary accountability are affected by the use of remote management and what impact this has on the overall quality and integrity of project interventions.
The attached document “Effective monitoring and beneficiary accountability practice for remotely managed projects in insecure environments”, has begun to bridge this gap, identifying key issues for remote monitoring and accountability and developing existing and innovating new good practice responses.
This report is located here: Tearfund – Remote Monitoring and Accountability Report