igned and implemented on a regular and ongoing basis. Doing so, can contribute to an evidence base to support sustained investment and potential expansion of this approach into other areas of council business. (See Part 3.1.3) 7. Development of information governance provisions, in the form of data sharing and processing agreements, should form a central element of any approach, including a deep consideration of potential ethical impacts that involves practitioner users and beneficiaries in a meaningful way. (See Part 3.5) 8. Documentation of operational and technical processes should be comprehensive, clear and well organised, to mitigate contingency issues should staff leave, and enable robust evaluation, testing, updates and improvement of products where relevant, for example, risk models and algorithms. The documentation of risk models would then enable adequate maintenance, re- training, and performance quantification; an essential element of deploying predictive analytics. (See Part 3.1.4) Embedding of products 9. Appropriate training plans, provision and resources should be developed in response to specific training needs to deliver and maximise benefits for all users. This should be informed by data that demonstrates where and how improvements to user knowledge, skills and confidence are being made on an ongoing basis, and where there are continuing gaps. (See Part 4.1) 10. A roadmap of the future direction of products should be developed, kept updated, and shared regularly with users of the TFD-type product. This should be informed by user requirements in Social Finance Limited +44 (0) 20 7770 6836 87 Vauxhall Walk, London SE11 5HJ socialfinance.org.uk 76 order to progressively meet user needs, and enhance service benefits for beneficiaries more widely. (See Pa