 they haven’t. One explanation for differential usage may be that training isn’t mandatory, although it is offered to all new starters. Therefore, the level at which it is promoted by different managers can differ and may be impacted by the extent to which managers are aware of the TFD. Furthermore, specific training isn’t developed and offered as standard to support understanding of new features and functionality, which in turn may in part explain why some of the most complex functions are used significantly less than more basic search pages. Social Finance Limited +44 (0) 20 7770 6836 87 Vauxhall Walk, London SE11 5HJ socialfinance.org.uk 64 More broadly, we found that the approach to training, as with implementation in general, has been more organic and relational than systematic or insight-led. In practice, this means that training and support, in general, is normally offered in response to requests: “If people have problems, they'd just wait until I was in, then they'd catch me and talk to me about it, if that makes sense.” (Insight Bristol Team) “If we've had lots of requests to do training, I'll try and group them all together into one session. But then other times it's just like one or two people.” (Insight Bristol Team) A less systematic approach to training may stem from a lack of rigour in terms of understanding training and data literacy needs across the workforce, which makes strategic decisions about training provision more challenging. Indeed, not having this type of insight may have made engagement with certain teams more challenging. For example, it was noted that data literacy and cultural issues around use of digital tools in general was a particular issue in Social Care teams, who saw their work as being more of a face-to-face relational practice. “I