oach was particularly effective - managers knew about the TFD and promoted it to their staff; however, in other areas this didn’t happen. Such a strategy may account for some of the discrepancies in awareness of the TFD, as noted in Section 5.2. Furthermore, we found that among practitioners who were users of the TFD, knowledge gaps remained about how it functions and what some of its data represents. Given the scope of the TFD in terms of the number of datasets and possible functionality, knowledge gaps may be inevitable, but it might suggest that a greater depth of information was needed as part of communicating with users. Social Finance Limited +44 (0) 20 7770 6836 87 Vauxhall Walk, London SE11 5HJ socialfinance.org.uk 60 The proposed approach for scaling usage with Social Care teams was described as primarily email engagement as well as via senior colleagues cascading to their teams, presenting the TFD and how it might be used most relevantly in their own service areas. However, it seems this approach didn’t work as was expected and in many cases users did not understand the added value it might offer them. “I'd engage regularly with the heads of Social Care but the cascading didn't work so well and to be fair, they just see it as another system”. (Insight Bristol team) This offers some explanation for the different perceptions of benefit between Social Care teams and others, as outlined in Section 5.2. We also found that a lack of funding, in terms of being able to understand user needs and develop a specific product for Social Care teams, was the key driver in terms of the approach taken with these teams. Since this time, new funding has been agreed and a bespoke app for Social Workers is being developed which uses data from the TFD. With regard to the TFE, the I