Use Partner Mapping to Power Data Modernization Projects

Partner Identification

Successful DM efforts require input from colleagues across an entire health agency and beyond, who bring a mix of perspectives and expertise. DM partners include any individuals, teams, or organizations who use, provide, manage, or are impacted by agency data.

Partner Types and Expertise Relevant to DM Work

Begin identifying DM partners through internal discussions, program records, and outreach to organizations that play a role in data collection, use, and governance. Document information in a centralized inventory to serve as a foundation for partner mapping exercises and engagement planning. Note key variables for each partner, including: 1) whether they are internal or external, 2) associated programs, 3) responsibilities (e.g. data provider, user, decision-maker, IT support), 4) level of influence, 5) relevant data systems, 6) priorities and challenges related to data sharing and use, and 7) key contacts and communication preferences.

Partner Mapping Exercises

Mapping exercises help agencies categorize identified partners based on their DM influence and involvement. Partner categorization allows DM teams to focus engagement efforts efficiently. Consider for each partner:

• How does this partner work with the agency’s data systems?
• How do they use the data for decision-making?
• Would they be resistant to or welcome data system changes, and why?
• What are their data challenges?
• What influence do they have to create buy-in for DM initiatives?

Influence-Interest Matrix

After answering the aforementioned questions, create an influence-interest matrix, to visualize which partners to engage closely in decisions and which to keep informed of DM developments. Categorize these partners in a matrix based on their level of interest and influence in data modernization efforts, creating a 2x2 grid with these combinations and routinely updating as partner categorizations may change over time (refer to Image 1 for an example):

• High Interest/High Influence: Deeply involved and influential.
• High Interest/Low Influence: Supportive but with limited power.
• Low Interest/High Influence: Not engaged but can affect outcomes.
• Low Interest/Low Influence: Minimal involvement and impact.

Image 1. DM Influence-Interest Matrix Example

RASCI Matrix

Utilize a RASCI (Responsible, Accountable, Supportive, Consulted, Informed) matrix to clarify partner roles and responsibilities for specific tasks. RASCI charts document expectations and improve efficiency in complex projects. For example, in a state with a centralized IT department, the RASCI matrix should indicate the supportive role of the IT team when drafting a DM strategic plan to ensure adherence to statewide policies (illustrated in Table 1).

Partner Engagement

A partner engagement plan supports stakeholder communications that are timely, coordinated, and aligned with project goals. Use mapping insights to define when and how to communicate with each project partner (i.e., during which project phase to initiate contact, preferred in-person or virtual communication channels, frequency of outreach, key messages, and decision points). Track partner participation and feedback in the engagement plan, adapting frequency and modes of outreach as priorities shift.

Leverage existing DM governance structures, such as councils, working groups, and advisory boards, whose charters establish formal channels for ongoing engagement. For example, a monthly DM Council meeting could provide a venue for high-influence/high-interest partners to review progress on DM initiatives, make decisions, and raise concerns, ensuring their input shapes system design and implementation. External partners could join DM workgroup meetings to share data needs and ensure DM efforts support broader public health practice. A clear engagement plan provides the foundation for sustaining effective DM partnerships throughout the DM project lifecycle.