ults. We also suspect that regular users of the TFD were more likely to complete the survey, which may have impacted the feedback we gathered our assumptions of the benefits (particularly in relation to time saved as part of the Cost-Benefit Analysis, see Section 5.5) that we have made based on this. Social Finance Limited +44 (0) 20 7770 6836 87 Vauxhall Walk, London SE11 5HJ socialfinance.org.uk 23 4.5 Evaluation Governance To provide guidance and oversight our evaluation convened two governance groups: Steering Group – which was comprised of senior and operational staff from Bristol City Council, Somerset Council, Social Finance and the Department for Education. Technical Advisory Group – which was comprised of academics with specific research expertise (See Appendix 10) and was set up oversee the quality and robustness of the evaluation. It reviewed the scope of the evaluation, monitored progress and reviewed impacts and use of the findings. Social Finance Limited +44 (0) 20 7770 6836 87 Vauxhall Walk, London SE11 5HJ socialfinance.org.uk 24 5.1 Introduction As noted in the previous section, our evaluation of outcomes uses the ‘outcomes’ as defined in the theory of change as a basis to structure our analysis. To aid clarity, we have summarised each outcome using the following:  Effectiveness – to indicate the ability of practitioners and managers to make informed, timelier and better decisions as a result of the TFD. We also capture any additional other aspects of ‘effectiveness’ that may be relevant.  Time-saving – to indicate the outcome associated with reducing retrieval burden around information sharing.  Service planning – to indicate the ability of managers and senior leaders to make more informed decisions in relation to planning and commissioning services