1、 DIGITAL SERVICES COALITION Strategic plan The Digital Services Coalition exists to support,educate,represent,and positively influence both the government and the digital service market in their joint efforts to improve technology solutions.2022-2025 MESSAGE FROM THE EXECUTIVE DIRECTOR I am pleased

2、to present the first strategic plan of the Digital Services Coalition.This organization was formed from the collaborative spirit of industry experts brought together by a shared desire to serve and improve government as it makes its journey through digital transformation.Government has come a long w

3、ay in embracing digital services which is evident in the recent Executive Order on Transforming Federal Customer Experience And Service Delivery to Rebuild Trust released in December of 2021.Through updated policies,orders,laws,and processes we will hopefully be able to see a marked improvement to a

4、ccessing government services at any level.However,internal changes alone will not be enough,and government will need to have thought leadership and guidance from industry to adopt and adapt to the rapid pace of shifting technology in the 21st Century.Government must be held accountable for designing

5、 and delivering services with a focus on the actual experience of the people whom it is meant to serve.Executive Order#14058 on Customer Through the achievement of goals in this strategic plan over the next several years,the DSC will be able to provide the education,support,and partnership critical

6、to improving governments digital maturity.Our coalition has several advantages as we focus on the priorities and opportunities needed to provide this digital service stewardship including:Critical subject matter expertise in agile methodologies,accessibility,human-centered design,security,developmen

7、t&operations(DevSecOps),and strategic marketing;Strong internal values within each member organization that upholds a culture of high performance delivery and customer experiences;and A deep culture of storytelling,shared interests,and collaboration.Looking Forward Our objectives in this plan are in

8、tended to increase our visibility in the digital transformation market,provide meaningful dialogue and determinations around the best practices to uphold,create educational content and other programing contributions to the digital service ecosystem,and support diverse and inclusive hiring methods to

9、 provide opportunities for those interested in working in the field of government technology.We believe that the millions of people who interact with government should not be hampered by inefficient experiences and processes when the solutions and technologies exist to help them.Working to decrease

10、the barriers to faster delivery is the bond we at the DSC share.Along with the Board of Directors,I would like to thank all of the member companies and the volunteers that helped pull this plan together and who will continue to help as we execute on our vision.Together we have built a path forward f

11、or our organization that I am excited to set into motion.Traci Walker Executive Director,Digital Services Coalition This page is lef blank intentionally table OF CONTENTS The Digital Services Coalition exists to support,educate,represent,and positively influence both the government and the digital s

12、ervice market in their joint efforts to improve technology solutions.Our primary efforts in this endeavor focus on the support and empowerment of our member companies.A robust and actionable strategic plan for the organization allows us to measure and increase the value we provide to our member comp

13、anies and the government digital services community at large.06 our community 11 our manifesto 07 our history 13 our initiatives&programs 09 our Purpose,vision,&mission 15 our Strategic plans&goals 10 our core values What follows is a description of our three-year strategic plan.We have also include

14、d an overview of our planning process,our history,and our values to provide insight into the drivers that led to the founding of the organization,where we are today,and our goals.answering the call by building a community Strategic Plan|2022-20257 our History The Digital Services Coalition(DSC)is a

15、501c(6)trade association created to bring together like-minded federal contractors working in the digital services market.Its foundation was based on the Agile Contracting Community of practice formed in 2017 to talk about best practices,common experiences,and how improvements can be made in the gov

16、ernments adoption of digital services.For this reason the idea was conceived of transforming the community of practice into a non-profit trade association,with a call to action to go beyond self-interest and profit to serve a better purpose:better outcomes for citizens.BUSINESS BACKGROUND The DSC wa

17、s incorporated in 2019 as an initial 16 founding companies came together to take action towards changing the way the government looked at the acquisition and delivery of technology.A common set of values and principles were created to exemplify the unique characteristics of the kinds of companies th

18、at participate in the DSC which are focused on high quality delivery,end user experiences,and business practices that highlight the stewardship of taxpayer dollars entrusted to them as signatories on government contracts.8 Strategic Plan|2022-2025 present day Over 2020 and 2021,despite pandemic-rela

19、ted challenges that all organizations faced,the DSC furthered its mission by hiring its first Executive Director,Traci Walker,and conducting multiple rounds of new membership drives.Ms.Walker came from the United States Digital Service where she was the Director of Digital Service Procurement.She br

20、ings a network of fellow disruptors,champions,and like-minded individuals from industry,the multiple levels of government,legislative,and non-profit sectors that can help navigate the complicated bureaucracies to provide opportunities for the DSC to succeed.Now,in 2022,the DSCs membership consists o

21、f 28 companies which represent multiple size and socio-economic categories.The DSC brought in many educational opportunities for its members through a variety of guest speakers from both government and industry,held in-person and virtual networking sessions,and maintains an active Slack channel to s

22、hare news,wins,frustrations,and community building.Additionally,the DSC participated in joint efforts and communications with organizations like the Alliance for Digital Innovation,the US Digital Service and others.At the end of 2021,the Coalition conducted its first strategic planning process to de

23、fine the goals that will drive the organization as it continues to grow.The result is this 3-year Strategic Plan that will be used to iterate and test new initiatives,programs,education,and community based activities geared towards improving the impact of digital service transformation in the govern

24、ment and the digital service market as a whole.Strategic Plan|2022-20259 purpose over profit Change is hard.Systematic change is even harder.Thats why we have teamed up to bring the innovation and agility thats become the backbone of commercial digital services to the government.Our Purpose We envis

25、ion a society where government improves the lives of the people it serves and their human experience is valued.our mission Our mission is to be trusted partners of the government by providing the technical knowledge and thought leadership necessary to continuously mature the delivery of digital serv

26、ices that are accessible,functional,and work seamlessly to support the full range of customer experiences.our Vision By elevating companies brought together by shared values,the DSC strives to guide the government and the digital service market through digital transformations to fundamentally improv

27、e the technologies,data,processes,and organizational changes necessary to successfully deliver world-class outcomes.10 Strategic Plan|2022-2025 our core values core values COMMUNITY Establish a collaborative community of innovative vendors to influence digital services in the government EDUCATION Ed

28、ucate the civic tech ecosystem,including government agencies,other vendors,and users,on best practices in digital services ADVOCACY Promote policies that remove barriers to innovation in government while increasing adoption of best practices,methodologies,and processes,such as human-centered design

29、and agile delivery PARTNERSHIP Cultivate enduring relationships within our community of vendors and government partners to maintain long-term success in digital service delivery IMPACT Make a meaningful difference in the daily lives of users through improved interactions with government,prioritizing

30、 equitable delivery to those who have traditionally been underserved Strategic Plan|2022-2025 our manifesto community over Credit Purpose over profit Users over stakeholders Each win moves us all closer Were mission-driven,not If we dont meet user needs,to digital transformation money-driven busines

31、s goals will never truly be met innovation over risk management delivery over deliberation outcomes over activities Change comes from Perfection only exists once users Success is what you accomplish,taking chances tell you its perfect not how much you did to get there 11 12 Strategic Plan|2022-2025

32、the digital services coalition is maturing.inItiatives&The DSC is maturing from a start-up into an organization with programs direct influence and impact on the governments toughest digital transformation problems.These are the top five goals to move us forward in the year ahead.Strategic Plan|2022-

33、202513 initiatives&programs membership We plan to continually bring in companies as members that are aligned with our values by having a transparent application and membership process.To achieve this goal,we will increase our recruitment&networking efforts,update processes and policies,conduct user

34、research and retrospectives to gather data and iteratively improve.Our organization is dedicated to upholding practices that go beyond the idea of working only for profit.It is important that new members endorse these ideals and look to the DSC as more than a business development munications We plan

35、 to create and implement a communication and storytelling strategy which will increase the awareness of the DSC,its members,and its activities with key government representatives.We believe much of the work done by members of the DSC should be self-evident in the improved outcomes,it is important to

36、 tell how we got there and who we helped in our joint efforts with the government.education We plan to craft the shared language for digital services and digital transformation among service providers and the public sector which highlights what the best practices,common expectations for high quality

37、 delivery,and customer experiences for government digital transformation should look like.One of the challenges that plagues the acquisition process and technology implementation is an unclear understanding of what subject matter expertise looks like,how to define and hire for it,and how it results

38、in world class solutions.14 Strategic Plan|2022-2025 fundraising We plan to create sustainable funding sources that align with our mission and values to continue to finance the operations and staff.In order to not have to rely solely on membership fees as the source of funding,alternative sources wi

39、ll be researched and evaluated as potential revenue streams to support on-going munity management We plan to establish and enforce community standards which will hold members to consistently practicing and exemplifying the values of the DSC.This,in partnership with the Membership process,will ensure

40、 the community and culture of the DSC remains true to the mission and vision.Strategic Plan|2022-2025 strategic priorities&goals(22-25 The following is the full list of objectives identified by strategic theme for the DSC to operationalize.These were developed to put clear and actionable goals to ma

41、intain the current mission and achieve the vision we set for ourselves.Each year,we will review what has been accomplished and where we need to improve,reprioritize,or is determined to be successfully incorporated into our organization.membership1 Continually bringing in companies that are aligned w

42、ith our mission/vision and values by having a continuous improvement and transparent process,including retrospectives and other feedback.Improve and refine the sponsorship process to both keep membership accountable for the accepted members and avoids burdening the member companies Establish diversi

43、ty of membership goals to improve the depth and breadth of the coalition.This includes socio-economic businesses,accelerators or incubators,associate members,educational institutions,or government entities 15 Strategic Plan|2022-2025 2 Education Usher in a shared language for digital services and di

44、gital transformation among digital service providers and public sector agencies(Federal,State,and Local agencies)Develop Educational Content and Programs to mentor and enhance the capabilities of DSC Members and our constituents Create a mentorship education framework to attract the best workforce t

45、o DSC companies and public sector agencies 3 Communications Develop and maintain a strategy associated with communication targets and goals Increase visibility and awareness of DSC and member companies with key leaders in agencies Increase visibility of DSC work with member companies and employees o

46、f member companies 16 Strategic Plan| 4 technical support 5 Make the website a more usable and editable platform that facilitates the rapid updating of content Effectively introduce and use tools and technologies that support the DSC community Enhance the store to be more adaptable and pr

47、ice competitive to a variety of order types ranging from DSC companies interested one-off items to bulk swag items needed for events and conferences government interactions Establish a vision/roadmap for digital transformation that the government can apply across state,county,and federal Act as stew

48、ards on behalf of the best interest of the public by exemplifying the standards for digital service transformation and holding government and ourselves accountable to them Create a portfolio of DSC services we offer to support government adoption of digital transformation:it includes market intellig

49、ence,education,conferences,shadowing,re-skilling 18 Strategic Plan|2022-2025 6 business development support Improve strategic relationships among DSC members for the purpose of improving and increasing BD for member companies Create/open new digital transformation markets,while accelerating the trac

50、tion of existing customers and their agencies Ensure the government is offering fair and equitable opportunities for DS firms of all compositions 7 fundraising Create sustainable funding sources that align with our mission and value to continue to finance our operations and staff Organize the DSC me

51、mbership to participate in fundraising activities and supporting the DSC financially beyond membership dues Identify scalable methods and channels of fundraising efforts,ranging from annual galas,foundations and donors,and other smaller scale events Strategic Plan| 8 community management

52、Establish and enforce community standards which hold members accountable to the values and mission of the DSC Establish,incentivize,and enforce member time/volunteer requirements for active engagement in initiatives Identify workforce principles that we want to encourage and collect and display publ

53、icly the data on the demographics(such as DEIA numbers,etc).9 advocacy&policy Establish the DSC platform which supports advocacy of our mission and the ability to lobby Advocate for users experiences and improved outcomes by highlighting their stories 20 Strategic Plan|2022-2025 10 external programs

54、 Develop internal capacity and processes for the DSC to participate and/or create external programs Become an incubator of digital services talent in government through services such as internships,mentorship programs(i.e.,CoPs),etc.Engage with and support partnerships to improve government acquisit

55、ion and management of digital services,such as DITAP,CFA etc.11 internal operations Establish internal policies and enforcement practices to support the organizational outcomes.This can include DEIA policies,antitrust policies,etc.Sustain an organizational structure that supports clear lines of acco

56、untability and a culture that rewards creativity,inventiveness,and support of our values Increase the number of organizational staff to support ongoing DSC efforts.Meet the board Traci Walker Executive Director Ivy Teng Lei Exygy President,Board Member Greg Godbout Fearless Board Member Lapedra Tolson Friends From The City Board Member Jason Stoner MetroStar Board Member Sarah Ruggless Flexion Board Member Marc Jones CivicActions Secretary Tyra Blew Coforma Treasurer