 useful but then, there was changes done without my consultation.” (Early Intervention Manager) In addition, we found that not having a planned approach to understanding user needs may have led to missed opportunities. Firstly, although most of the practitioners praised the user experience of the TFD, some spoke of issues in terms of the number of windows ‘popping up’ which can make navigation challenging. Although seen as a useful feature by some, we were unclear as to whether this, and other user experience issues, were documented and being considered as part of ongoing improvements to the product. Practitioners also suggested other datasets that would further enhance the TFD’s value. Such as contact numbers for GPs and health visitors, probation and housing data, and more information on the entire history of a family. Also, others pointed to the existence of use cases beyond those of Social Finance Limited +44 (0) 20 7770 6836 87 Vauxhall Walk, London SE11 5HJ socialfinance.org.uk 59 council teams that could have been capitalised upon and been mutually beneficial. For example, the Family Nurse Partnership: “I think they would find it really useful to be able to access the data that's on TFD because they are quite often the key person involved.” (Early Intervention Practitioner) We understand that the TFD front-end as it stands will be replaced by an updated product called the ‘Children and Families View’, which will be built in PowerBI. Given this, the lack of a future roadmap is understandable. Yet, we also found that the TFD has lacked this kind of strategic plan to guide its development since its inception. This caused us to wonder whether a more systematic approach to understanding user requirements and change requests may have supported a sense of clarity about 