Kate is a scholar-practitioner with over 25 years of experience working at the intersection of research, social impact, and organisational change. She has successfully launched three six-figure social enterprises and has worked across corporate, government, and civil society sectors in East Africa and the UK. Her expertise lies in helping organisations move beyond surface-level monitoring to understanding systems change. She has designed impact measurement frameworks, developed data science tools for social impact, and led evaluations for organisations like Save the Children, UNICEF, the Swedish Embassy, and Porticus Foundation. Kate holds a PhD in Human & Organisational Systems from Fielding Graduate University, where she developed her theory of "Doing the Right Thing", an exploration of how moral dilemmas are resolved in the realm of child protection. She is also an Accredited Social Value & SROI Practitioner, a Fellow at the Royal Society of Arts, a Fellow of the Institute of Social Innovation at Fielding Graduate University, a Research Associate at the University of Dar es Salaam, and an Associate Researcher at The University of Edinburgh's Centre for Research on Families and Relationships. At her core, Kate is driven by a commitment to making social impact measurement more meaningful, ethical, and actionable—helping organisations not just track change, but actually create it.

Kate has seen firsthand the extraordinary social value created by grassroots organizations—and at the same time, how impact measurement often fails to capture the realities of people’s lives. Too often, organizations track what they do rather than the change they create. Data is collected for reports but rarely used as a tool for learning or better decision-making. Through her work with communities, policymakers, and funders across Africa and Europe, Kate saw a fundamental truth: what gets measured shapes what gets valued. That’s why she developed ConnectGo—to build a social impact measurement approach that reflects what really matters. ConnectGo’s methodology ensures that organisations don’t just measure outputs but illuminate the ripple effects of their work—from how young people see their futures to how conservation projects affect local communities. The goal? To make impact measurement a tool for continuous learning and adaptation—not just another compliance exercise.

Kate has worked at every level of the impact ecosystem—from young people on the frontlines of change to funders making high-level strategic decisions. That experience has shaped ConnectGo’s approach in three key ways: Impact should be participatory – Kate’s background in Participatory & Appreciative Action Research means that ConnectGo doesn’t believe in extractive data collection. Instead, impact measurement should engage the people it seeks to serve—ensuring their voices shape the findings. Impact should be ethical – Having led safeguarding research, evaluations on violence prevention, and child protection studies, Kate ensures that ConnectGo embeds ethical considerations into measurement—so that impact tracking is done with, not to, communities. Impact should drive action – With experience designing strategies for major NGOs, foundations, and governments, Kate ensures that ConnectGo’s methodology helps organisations use data to make better decisions, not just generate reports.

One of the biggest lessons? Measurement is political. For communities, impact is about relationships, dignity, and long-term well-being. For funders, it’s about metrics, efficiency, and scale. For policymakers, it’s about evidence, accountability, and policy influence. Kate has learned that bridging these perspectives is critical—impact measurement shouldn’t create a disconnect between lived experience and decision-making. Instead, it should help organisations balance rigour with relevance—capturing data that meets funding requirements without losing sight of what actually matters to people on the ground. She has also seen how simplifying complexity doesn’t mean oversimplifying reality. Impact measurement needs to make sense of complexity while keeping the nuance that makes social change real. That’s why ConnectGo is designed to illuminate impact, not reduce it to numbers alone.

Kate’s PhD research explored the basic psychological process of Doing the Right Thing and Doing Things Right. She examined how people navigate ethical and moral dilemmas in taking proactive social action—often in situations where children were experiencing harm. Her work uncovered the hidden costs and improvisational decision-making that people go through when stepping up to protect others. This thinking—how to do the right thing and do things right—is embedded in ConnectGo’s approach. It’s why ConnectGo isn’t just about providing metrics, but about helping organizations ask better questions—so that impact measurement moves beyond ticking boxes to fostering real accountability, ethical decision-making, and continuous learning. Kate’s research also introduced the concept of second-order thinking in social impact measurement—the idea that every measurement choice has consequences. ConnectGo applies this principle by helping organizations think critically about what they measure and why—ensuring that impact assessment is not just efficient, but ethical and meaningful.

See Kate’s research portfolio here. Kate’s impact isn’t just about research—it’s about helping organisations translate insights into action, whether through policy change, funding decisions, or programme design. Kate’s impact spans multiple sectors, but a few key projects stand out: Harnessing Carbon Revenue for Sustainable Development (2024-Present) – Working with Carbon Tanzania to develop scalable, high-integrity social impact measurement for nature-based solutions, ensuring that forest conservation efforts generate meaningful benefits for local communities. Safety Solutions for Schools (2024-Present) – Developing an AI-powered application to help young people create personalised safety strategies to reduce peer-on-peer violence in schools. Enhancing Perceptions of Safety & Recognising Youth Leadership (2024) – Researching how young people experience and enhance safety in their communities, with a focus on youth-led initiatives for safer, more inclusive schools. Youth-Led Movement for Inclusive Schools (2023-2025) – Supporting Tanzanian students to drive change in their schools, engaging with educators and policymakers to improve safety and inclusion. Care Reform in Tanzania (2022-2023) – Worked with care-experienced young people to ensure their voices shaped Tanzania’s national care reform agenda. Social Value of Young Changemakers (2021) – Led an SROI study for Femina Hip, Tanzania’s largest multimedia civil society platform, helping them maximise their social impact. Power Dynamics & Violence Prevention (2021-2023) – Through Women Fund Tanzania-Trust, Kate’s research laid the groundwork for a more systemic approach to preventing violence against women and children. Social Norms & Inclusion in Schools (2021) – Applied social network analysis to understand how peer influence affects violence and inclusion in Tanzanian schools, shaping programmatic responses. Kate’s work isn’t just about research—it’s about helping organizations translate insights into action, whether through policy change, funding decisions, or program design.

Kate’s approach is distinct because it moves beyond conventional metrics to capture the real, lived experience of change. Many impact measurement frameworks prioritise funder-driven indicators, but Kate believes that what gets measured should be shaped by the people most affected. That’s why her work integrates: Participatory methods – Whether it’s youth-led care reform in Tanzania or students designing safer schools, Kate’s research ensures that impact measurement amplifies the voices of those with lived experience. Social value and return on investment – Her work focuses on understanding the broader ripple effects of social change. Systems thinking and power analysis – From exploring power dynamics in violence prevention to researching social norms and inclusion in Tanzanian schools, Kate’s approach ensures that social impact is understood in context—not in isolation. At the heart of her work is the conviction that impact measurement should be a tool for transformation, not just accountability.

Kate’s work has redefined the way people think about youth-led change, safeguarding, and social impact measurement—not just by generating insights, but by ensuring they drive real-world action. Her influence spans multiple sectors, shaping policies, programs, and funding priorities. Amplifying youth voices in policy – Kate has ensured that care leavers in Tanzania had a direct voice in care reform, shifting the focus from top-down policies to lived realities. Through partnerships with the World Childhood Foundation, Railway Children Africa, and Pamoja Leo, she has challenged traditional power structures, making policy conversations more inclusive. Bridging the gap between social and environmental impact – Through ConnectGo, Kate is leading the charge in social MRV (Measurement, Reporting, and Verification) for conservation and climate projects. She ensures that social impact is valued alongside environmental and economic factors, shaping the way nature-based solutions (NBS) and carbon projects engage with communities. Strengthening education and child protection strategies – Her research with Aga Khan Foundation (values-based education) and Porticus (student safety in Tanzanian schools) has directly influenced how education systems integrate safeguarding, well-being, and student agency into their design. Unpacking power dynamics in violence prevention – Kate’s work with Women Fund Tanzania-Trust has reshaped approaches to gender-based violence prevention, emphasizing systemic power imbalances, the role of agency, and transformative pathways to change. Kate isn’t just driving conversations—she’s challenging assumptions, asking the right questions, and designing solutions that create lasting impact. Whether it’s ethical data use, impact measurement, or ensuring youth voices shape decision-making, her work brings clarity to complexity and turns insights into action.

Kate’s work in impact measurement is driven by a deep commitment to ensuring that research and data serve the people they are meant to help. For her, impact isn’t just about numbers—it’s about integrity, relationships, and real-world transformation. At the core of her approach is a relentless pursuit of clarity in complexity—bridging knowledge and action to turn insights into change. She believes that impact measurement must go beyond ticking boxes; it should challenge assumptions, inform decisions, and empower those most affected by policies and programs. Her motivation stems from three key beliefs: Impact should be meaningful, not performative – Too often, impact measurement is reduced to compliance exercises rather than tools for genuine learning and change. Kate pushes for human-centred, ethical, and action-oriented approaches that move beyond vanity metrics. Social impact should be valued as much as environmental and economic impact – Through ConnectGo and Social MRV, Kate is embedding social measurement into conservation and carbon projects, ensuring that communities are not an afterthought in climate solutions. Research must shape real-world decisions – With decades of experience in violence prevention, youth empowerment, and social impact measurement, Kate has seen firsthand how poorly designed metrics can reinforce inequalities. Her work ensures that the right questions are asked, power dynamics are examined, and impact measurement drives ethical action. Ultimately, Kate is not interested in measuring for the sake of measuring. Her work is about ensuring that data leads to action, that lived experiences are centered, and that measurement serves as a tool for justice, learning, and systemic change.

Maximiser, Strategist, Learner. And also …..Persistent, Passionate, Pragmatic.

Kate bridges knowledge and action to enable people to thrive—combining strategic insight, deep listening, and unwavering commitment to turn complex challenges into meaningful change.

A relentless maximiser with a strategist’s mind and a learner’s heart, Kate is passionate about transforming insights into impact. Her work is rooted in the belief that research and evidence must do more than sit on a shelf—they must improve people’s lives, shape policy, practice, and real-world outcomes. She challenges assumptions, asks the right questions, and designs solutions that honour people’s dignity and agency. Whether it’s social impact measurement, ethical data use, or empowering young people to create safer and more inclusive communities, she brings clarity to complexity and turn ideas into action. Her commitment to justice, pragmatism, and long-term impact ensures that the work she leads is not just meaningful but also enduring.

Kate is a strategist, a maximiser, and a lifelong learner, driven by a passion for bridging knowledge and action to enable people to thrive. Her work sits at the intersection of research, impact measurement, and systems change—ensuring that insights do not remain theoretical but actively shape policies, programs, and lived realities. Growing up in a deeply gendered household where her potential was underestimated, she pushed against expectations to carve her own path. Her personal journey, marked by resilience and a refusal to accept the status quo, has fueled a career spanning over three decades in violence prevention, youth empowerment, and social impact measurement across East Africa and the UK. She knows firsthand what it means to feel unheard—and that’s why she's dedicated her life to ensuring that young people, communities, and overlooked voices have a seat at the table. At the heart of her work is a deep respect for curiosity, compassion, and commitment. She doesn’t just ask questions—she asks the right ones, those that challenge assumptions and open up new ways of thinking. Her expertise in impact measurement, ethical safeguarding, and youth engagement has positioned her as a trusted advisor to organizations seeking to move beyond surface-level solutions. People come to Kate when they need clarity in complexity—when they need someone who can translate research into action, who can balance rigor with human-centered design, and who can ensure that change is not just measured but truly meaningful. Kate believes that impact is about more than numbers; it’s about integrity, relationships, and real-world transformation. That’s why she's focused on scaling solutions like ConnectGo and Social MRV, embedding social impact into conservation and carbon projects, and into the practice of agencies that work to support youth empowerment, and ensuring that social measurement is valued as much as environmental and economic factors. Looking ahead, her mission remains the same: to ensure that research and data serve the people they are meant to help. Whether through thought leadership, impact-driven technology, or strengthening networks for systemic change, she is committed to pushing boundaries, questioning norms, and making sure that impact isn’t just a buzzword—it’s a reality. Because at the end of the day, her work isn’t about ticking boxes; it’s about building a world where people—especially young people—have the tools, space, and support to thrive.

Bridging Knowledge & Action for Meaningful Impact I am a strategist, maximiser, and lifelong learner passionate about transforming insights into action. With over 30 years of experience in violence prevention, youth empowerment, and social impact measurement across East Africa and the UK, I focus on ensuring research and data lead to real-world change. What I Do: ✔️ Turning research & insights into action that shapes policy and practice ✔️ Designing human-centered impact measurement frameworks ✔️ Ensuring ethical, inclusive, and effective social impact strategies ✔️ Championing youth-led change & challenging power asymmetries ✔️ Bridging research and practice to create systemic change Why It Matters: I deeply believe that data, research, and evidence should drive transformation, not just sit on a shelf. I challenge assumptions, ask the right questions, and design solutions that honour people’s dignity and agency. Whether it’s ensuring young people’s voices are heard, developing ethical safeguarding policies, or embedding social impact into climate and conservation projects, my work ensures clarity in complexity and impact in action. What’s Next? I’m focused on scaling solutions like ConnectGo and Social MRV, ensuring social measurement is valued alongside biodiversity and carbon metrics. I continue to push boundaries in thought leadership, ethical AI, and purpose-led impact measurement—driving change where it truly counts.

In a world obsessed with data and measurement, are we measuring the right things—and doing it in the right way? The paradox lies in the fact that what’s easiest to measure often isn’t what matters most. Traditional social impact measurement prioritises outputs over outcomes, compliance over learning, and efficiency over depth. This creates a fundamental tension: If we only measure what’s quantifiable, we risk missing the real story of change. If we prioritise measurement for compliance, we lose opportunities for learning and adaptation. If we focus on standardisation, we erase the context and complexity of social transformation. ConnectGo challenges this broken system. We design human-centered measurement that values lived experience, ensuring impact is not just measured but understood, acted upon, and amplified. Because the right data—measured the right way—has the power to drive real change.

Traditional impact measurement methods fall short because they prioritize what’s easy to count over what truly matters. They are built for accountability and attribution, rather than understanding and learning, which leads to fundamental blind spots in how we assess social change. Measuring activity, not change – Many approaches focus on outputs (e.g., number of workshops delivered, people trained) rather than outcomes (e.g., whether behaviors, systems, or power dynamics actually shift). This leads to a false sense of progress while failing to capture the depth and durability of real impact. The quantification trap – The human experience—trust, dignity, agency, power shifts—does not fit neatly into numerical indicators. But because funders and investors demand quantifiable results, many organizations default to simplified metrics that strip away complexity, distorting the reality of change. The illusion of attribution – Social change happens in complex, interconnected systems, yet traditional measurement often seeks direct cause-and-effect relationships. This ignores the reality that impact is often nonlinear, co-created, and emergent, meaning meaningful contributions may not always be easily traced back to one intervention. Avoiding complexity and nuance – Many measurement frameworks reduce change to predetermined indicators rather than allowing for emergent learning. This avoidance of complexity means organizations fail to recognize shifts that fall outside their predefined metrics, missing key insights about how transformation actually unfolds. Unvalidated theories of change – Many organizations use static, pre-designed theories of change that are never tested or adjusted in real-world settings. When reality doesn’t align with these models, the failure is often framed as a data issue rather than an opportunity to revisit flawed assumptions. We break away from rigid, compliance-driven models to measure impact in ways that reflect reality, not just reporting requirements. Through human-centered, participatory, and adaptive measurement, we ensure that: How does ConnectGo do things differently? ✅ Measurement captures real change, not just activity ✅ Lived experiences are valued alongside data ✅ Complexity is embraced, not avoided ✅ Insights drive action, rather than just accountability Because the right measurement doesn’t just track change—it helps create it.

The tension between accountability and learning in impact measurement is one of the biggest challenges in the sector. Accountability-driven measurement is often rigid, compliance-heavy, and focused on proving impact to funders—whereas learning-driven measurement is dynamic, reflective, and focused on improving outcomes. The problem? Many organizations feel forced to choose one at the expense of the other. ConnectGo refuses to accept this trade-off. We believe measurement should serve both purposes—but in the right order. Learning should drive accountability, not the other way around. Here’s how we do it: We design measurement as a tool for insight, not just oversight. Instead of treating measurement as a reporting requirement, we create decision-ready data that enables organizations to see what’s working, what’s not, and why—helping them adapt in real time. We shift the focus from proving to improving. Traditional models emphasize attribution (who caused the change?), whereas ConnectGo prioritizes contribution (what factors drove the change, and how can we amplify them?). This allows for more nuanced, system-aware learning, rather than forcing impact into binary success/failure narratives. We balance rigor with flexibility. While accountability frameworks often demand rigid, predefined indicators, ConnectGo embraces adaptive measurement—ensuring organizations can track emerging insights alongside structured metrics, making space for the unexpected. We make measurement useful for those doing the work. Too often, data is collected for funders, not for frontline teams or communities. We ensure that measurement is co-designed with those closest to the impact, making it meaningful, accessible, and actionable. We embed feedback loops that close the gap between data and action. ConnectGo ensures that measurement is not just about reporting impact after the fact, but about learning in real-time—so organizations can adjust, iterate, and strengthen their approach as they go. At its core, ConnectGo reclaims measurement as a tool for change. We bridge accountability and learning by ensuring that data doesn’t just tick boxes—it drives better decisions, better strategies, and ultimately, better outcomes.

In the push for data-driven decision-making, quantitative metrics have become the default language of impact. But when social impact is reduced to numbers alone, we risk distorting reality rather than understanding it. What gets counted gets prioritised – Quantitative data favours what’s easy to measure, not necessarily what matters most. This skews focus toward outputs (e.g., number of people trained) rather than real change (e.g., whether behaviors or systems have shifted). It creates a false sense of precision – Social change is messy, relational, and nonlinear. Metrics can give the illusion of control over complex realities—when in truth, impact is rarely a straight line from intervention to outcome. Numbers erase context – Quantitative data strips away the ‘why’ and ‘how’ behind change, making it harder to identify what actually drives transformation. Without qualitative insights, we risk misinterpreting results and missing opportunities for learning. It incentivises performative impact – Organisations under pressure to hit numeric targets may opt for short-term, highly visible wins rather than investing in deep, long-term change—which is often harder to measure but ultimately more meaningful. It reinforces power imbalances – Funders and policymakers often dictate which numbers matter, sidelining community voices, lived experiences, and locally relevant definitions of success. This disconnects measurement from the realities of those most affected by change. It can drive the wrong decisions – Over-reliance on numbers can lead to misguided interventions. If a programme is judged solely on its ability to generate measurable results, it may abandon high-impact but harder-to-quantify approaches—like trust-building, advocacy, or systemic change efforts. How does ConnectGo approach this differently? We don’t reject numbers—we use them wisely. ConnectGo combines quantitative rigour with qualitative depth, ensuring that measurement reflects reality, not just reporting requirements. Our approach ensures that: ✅ Metrics align with meaningful change, not just compliance ✅ Lived experiences and local knowledge shape measurement frameworks ✅ Impact data is a tool for learning and decision-making, not just reporting Because the most important aspects of social impact aren’t always countable—but they are knowable. And when we measure with insight and integrity, we don’t just track change—we help create it.

Impact measurement is meant to clarify, not complicate; to guide, not mislead. Yet, when designed poorly, measurement can skew priorities, misrepresent impact, and even undermine the very change it seeks to track. So, how can organisations ensure that their measurement practices truly serve their mission? Measure what matters, not just what’s easy to count – The biggest trap in impact measurement is defaulting to the most quantifiable indicators. Organisations must prioritise meaningful metrics over vanity metrics, ensuring that what’s being tracked actually reflects deep, systemic change. Balance standardisation with context – Rigid frameworks often erase local realities in pursuit of comparability. Organisations need to co-design metrics with those closest to the impact, ensuring that measurement is both relevant and actionable. Use measurement as a tool for learning, not just proving – If measurement is purely about demonstrating success, organisations may avoid complexity, downplay challenges, or chase the wrong outcomes. Instead, they should treat measurement as a learning process, using data to iterate, adapt, and improve. Test assumptions, don’t just validate them – Many organisations rely on pre-set theories of change that are never revisited. If real-world impact doesn’t align with the model, it’s often seen as a failure—rather than a signal to rethink the strategy. The best measurement approaches are adaptive and responsive, not rigid and predetermined. Look beyond attribution to contribution – Social change happens in complex, interconnected systems. If organisations focus only on proving their specific impact, they risk missing the broader dynamics that actually drive change. Measuring contribution rather than direct causality allows for a more honest, holistic understanding of impact. Embrace both numbers and narratives – Over-reliance on quantitative data can strip away the nuance of lived experiences. Organisations must blend qualitative and quantitative insights to ensure their measurement reflects the full picture of change—not just a snapshot in numbers. How does ConnectGo help organisations get this right? At ConnectGo, we ensure that measurement is: ✅ Designed for action, not just reporting ✅ Rooted in real-world impact, not theoretical models ✅ Co-created with communities, not imposed from the outside ✅ A tool for learning and adaptation, not just validation Because when measurement is done ethically, thoughtfully, and strategically, it doesn’t just track impact—it amplifies it.

Too often, impact measurement is treated as a box-ticking exercise—a means to satisfy funders, regulators, or investors rather than a tool for real learning and decision-making. The result? Organisations collect vast amounts of data they never use, measure what funders ask for rather than what actually matters, and risk reducing social impact to a paperwork exercise. ConnectGo flips this model on its head. We help organisations shift from reporting for compliance to measuring for insight, action, and transformation by: Making measurement decision-ready – Instead of producing reports that sit on a shelf, ConnectGo generates real-time, actionable insights that help organisations understand, adapt, and strengthen their impact strategies. Tracking what actually drives change – Compliance-driven reporting often focuses on outputs (how many people reached, how many trainings delivered). ConnectGo ensures organisations track the factors that actually lead to meaningful change—ensuring measurement aligns with mission, not just funder expectations. Embedding impact measurement into programme design – Most organisations measure impact after the fact, making it a retrospective exercise. ConnectGo integrates measurement from the start, embedding continuous feedback loops so learning is ongoing, iterative, and responsive. Bridging the gap between social impact and business intelligence – ConnectGo’s Value Scope transforms measurement from a reporting burden into a strategic asset, helping organisations use impact data for funding, investment, risk management, and ESG decision-making. Balancing rigour with flexibility – Instead of rigid, top-down metrics that fail to reflect real-world change, ConnectGo uses adaptive measurement frameworks—ensuring organisations can track both planned and emergent outcomes without being locked into predefined indicators. The result? ✅ Organisations own their impact data—they measure for themselves, not just for funders. ✅ Measurement becomes a tool for continuous learning and improvement, not just accountability. ✅ Impact data drives strategy and decision-making, rather than just sitting in reports. At ConnectGo, we believe measurement should work for organisations, not the other way around. When done right, it’s not just about proving impact—it’s about amplifying it.

Impact measurement is meant to clarify, inform, and improve decision-making—but when done poorly, it can distort reality, reinforce power imbalances, and even undermine the very change it seeks to track. Here’s how measurement can go wrong: Shaping impact to fit the metric, rather than measuring real impact – When organisations are judged by predefined indicators, they may prioritise what’s measurable over what’s meaningful. This can lead to oversimplified interventions designed to produce good numbers rather than deep, lasting change. Short-termism at the expense of long-term impact – Funders and policymakers often demand quick, quantifiable results, pushing organisations toward immediate, visible wins rather than sustained, systemic transformation. Data extraction instead of local learning – Many measurement frameworks are imposed from the outside, treating communities as data sources rather than decision-makers. This reinforces top-down power dynamics, where local voices are left out of defining what success looks like. Incentivising risk aversion – When funding is tied to achieving specific outcomes, organisations may avoid experimentation and innovation—even when real-world challenges demand adaptive approaches. Rigid metrics discourage learning from failure and adjusting course. Obscuring complexity – Social change happens in messy, nonlinear ways, but measurement often flattens complexity into neat, simplified narratives. This makes it harder to recognise unintended ripple effects, systemic barriers, or emergent opportunities. Reinforcing inequitable definitions of success – Measurement frameworks are often designed by funders, for funders, reflecting external priorities rather than community-defined goals. This risks valuing what’s important to institutions rather than what’s important to the people most affected. How does ConnectGo mitigate these risks? We design measurement to be ethical, adaptive, and participatory—ensuring it serves both learning and accountability without distorting reality. Our approach: ✅ Measures what matters, not just what’s easy to count ✅ Centres local knowledge and community-defined impact ✅ Creates space for learning, iteration, and adaptation ✅ Tracks contribution, not just attribution, to reflect systemic change At ConnectGo, we believe measurement should be a tool for empowerment, not just oversight. When done right, it doesn’t just document change—it helps create it.

We collect context-relevant data to help Good Organisations measure and strengthen their social impact. This includes: Survey and story-based data shared by communities, stakeholders, and project teams Observations and feedback from fieldwork or participatory methods Media (e.g. photos, videos) collected with consent via Kontainer We do not collect unnecessary personal data, and we always work within agreed ethical guidelines as outlined in our Data & Safeguarding framework.

Informed consent is built into every stage of our process. We provide clear explanations in appropriate languages and formats, of: What data is being collected Why it matters Who will have access What rights people have Consent for images and visual data is managed through the Kontainer platform, allowing traceability and clarity on how images can (and cannot) be used. We apply heightened safeguards when working with children, using child-friendly consent tools and seeking parental or guardian approval when required.

We follow robust data protection protocols backed by our partnership with Trust Keith, which supports: Up-to-date data mapping and risk registers Compliance with GDPR and other global data standards Role-based access control and encryption Secure data retention, backup, and breach response processes All data storage and transfer is encrypted, and we train team members and partners on how to manage data safely across the full data lifecycle.

Data ownership remains with the communities and individuals who share it. Our clients (the implementing organisations) are custodians of the data and responsible for handling it responsibly. ConnectGo does not own or commercialise your data. We provide permission-based tools to help clients define: Who has access to what data What roles users have (e.g. read-only, analysis, export) This is managed within our platform architecture and audited through Trust Keith's compliance tools.

Data is used to surface insights, demonstrate impact, and support community-led learning and accountability. Before any data is used or shared, we: Anonymise or aggregate it where appropriate Check that its use aligns with the original purpose and consent Apply filters for high-risk categories (e.g. underage or sensitive disclosures) We never share or sell data for advertising, surveillance, or any purpose not aligned with our values and the consent given.

Yes. Under GDPR and other privacy regulations, individuals have the right to: Access their data Correct errors or inaccuracies Withdraw consent Request deletion (unless it conflicts with legal or contractual obligations) We support our partners to uphold these rights by embedding these functions into our platform and providing guidance, with oversight through Trust Keith's registers and reporting dashboards.

We retain data for the duration of the project plus a clearly defined evaluation period, as agreed with each client. After that, we offer two options: Secure archival, to allow for longitudinal analysis without breaching consent Deletion, if required by regulation or participant request All retention policies are documented and tracked through our data processing logs in Trust Keith, and clients are prompted to review retention settings periodically.