r other options for sourcing data; as well as the perception of both products being relevant for certain types of tasks and roles more than others. This pattern of differential usage occurs across different teams as well as among colleagues within the same team. We also found that enabling access to the TFD for Social Care teams has had mixed results in terms of driving benefits. For some of these practitioners, there is definite value. However, this relates to specific types of work that their role requires, for example, triage type tasks that may be necessary when ‘on-duty’. For others, the use case is less clear. Although, the new ‘Children and Families View’ product that will launch soon, seeks to remedy this. 7.2 Implementation We recognise the challenge that implementing TFD represented, which the Head of Service summarised as “developing and embedding a new IT system across the department” (Head of Service). Largely, this challenge was met well, which can explain why the anticipated outcomes, as noted in the theory of change, were experienced. The Insight Bristol team conducted intensive engagement with prospective front-end users, which yielded what most regard as products that are easy to navigate and intuitive to use. Indeed, the large array of data updated in near to real time, which visualises need at family level, can be regarded as a significant achievement, which took place in an environment that (at the time) was not particularly welcoming to innovation. at its inception, the TFD was at the forefront of data sharing practice in Children’s Services. Roll-out processes, that included provision of training and different types of communication, enabled a large range of teams to access, use and get value from the TFD, and, later, the TFE. Given the potential 