tion In Section 6, we outline the findings from our process evaluation of how the TFD was developed and implemented, which offers valuable insight around many of the outcomes that were identified. We found the Insight Bristol team adopted an innovative and ground-breaking approach, both in terms of how they supported teams with access to data, and the scope of their ambition. We found doing this was particularly challenging, given the potential risk aversion within Bristol City Council at the time, which may have stifled development. On the whole, user needs guided the development of both the TFD and TFE, which was also supported by a deep understanding of the nature of work within Children’s Services and what information may be needed. This led to the bringing together of a wide range of data, which was visualised to give a clear and comprehensive picture of need at a family level. Importantly, external data was refreshed on a daily basis, enabling far more timely responses to evolving situations than was previously the case. We found the approach to rolling the tool out was person-centred and well-received by staff teams. However, it lacked systematic planning in terms of strategic communications, addressing training needs, and tracking outcomes on an ongoing basis. These were key factors in accounting for differential usage of the TFD and the experience of benefits between different staff groups. Our review of information governance (distinct from project governance, above) found that this was a particular focus for the Insight Bristol team, who invested considerable time and attention in this area. We found the approach to data sharing used legal bases and as such was trail-blazing given when it was conceived. Many other local authorities and statutory bodies have a