 of clarity regarding why the TFE was first developed as for the TFD. However, as with the TFD, thereafter, it seems that the TFE’s specific objectives lacked sufficient clarity to effectively test the delivery of its purpose: “Define your project terms and stakeholders and define what success looks like at the end of it. And I kind of felt like it was missing bits of that.” (Insight Bristol team) TFD Governance In terms of the development of the TFD, we found that it was conceived as a product to support the needs of certain teams within one department, rather than a cross-council project: Social Finance Limited +44 (0) 20 7770 6836 87 Vauxhall Walk, London SE11 5HJ socialfinance.org.uk 55 “I was in a slightly unique position that I had money, budget, authority and a workforce in a big organisation that couldn't really keep abreast of everything that was happening…the TFD was an internal department product, it wasn't a council product. It was me running my own department, creating a tool for my own staff.” (Head of Service) There was also a perception that the council may not easily grasp the need for an agile development approach required to build the nascent TFD and a sense that their internal governance procedures could potentially impede its development. As such, work on the TFD was undertaken without promoting or showcasing it more widely to other departments on a regular basis. Members of the Insight Bristol team described the benefits of this approach in terms of the dynamism to test and learn at pace without the constraints of cross-department acceptance processes. It also allowed development and testing of an approach that could enable information sharing on the basis of public task, rather than though individual consent, a key underpinning element of the TFD: