ue of using the data held within the TFD to deliver aggregated service trend information to assist senior decision-makers and commissioners in their decision- making processes. The fundamental purpose of the TFD was therefore clearly defined from the outset:  To support frontline practitioners with decision making about children and families by giving them easier access to key risk and vulnerability information, some of which they would not have previously been able to access, and to do so in a timely way. It was felt this would lead to earlier intervention and reduce the risk of children and families needing to access more acute, targeted services.  To support managers and strategic decision makers by supplying aggregated data on trends and patterns around related risk metrics. These purposes were captured as part of information governance provisions, described in Section 6.5. However, despite this initial clear definition of the function and purpose of the TFD, specific performance indicators relating to reach, impact and how the TFD improved practice were never formally created. The creation of such metrics might have supported the Insight Bristol team to test, validate and refine this sense of purpose on an ongoing basis, which was acknowledged as part our research: “Our aim wasn’t just for it to be used a lot we wanted it to be used in the right way that was impactful. So whilst we relied on usage to measure success, just usage isn't the right metric... it's the value added, which is more difficult to refine and we didn’t really land on a way of capturing this.” (Insight Bristol team) Targeted risk model purpose The TFD initially brought together factual information from a range of different sources and presented this information back to practitioners in a unifie