e. We also clarified key anticipated outcomes of the TFD for practitioners, managers and leaders, which we found were more effective support for frontline decision making, time- saving benefits, and improved service planning for managers and leaders. The theory of change is summarised in Section 4. We then undertook a more expansive research process, involving interviews with a wider range of stakeholders, including TFD users, two surveys (around use of the TFD and TFE), a 2 day participant observation at Bristol City Council offices and data analysis to test outcomes noted above and the efficacy of how the TFD was implemented. Through doing so, we also surfaced a range of other positive and negative outcomes. In total, we carried out 46 interviews, including current and some former staff at Bristol City Council and school staff in the Bristol area and we received a combined 127 responses to both our surveys. Outcomes In Section 5, we describe the range of outcomes that we found the TFD and its associated products deliver. Specifically, we found that the TFD enables a comprehensive view of a child’s vulnerability that can enable Children’s Services practitioners to better assess risk and therefore offer better support. We also found that the TFD is an effective tool for identifying children that may be hard to find using other systems. Both of these benefits can lead to timelier responses to children’s needs, regarded as valuable in often 1. Executive Summary Social Finance Limited +44 (0) 20 7770 6836 87 Vauxhall Walk, London SE11 5HJ socialfinance.org.uk 5 fast moving situations. Logically, we suspect such benefits increase the chances of positive outcomes for children and families, though this wasn’t a focus of this evaluation. By bringing different information toget